ADVANCING

ANNUAL REPORT 2012

Let us press on together with our partners, in the Home Team and among our community, to achieve more purposeful collaborations in our mission to keep Singapore safe. DIRECTORATE LEADING MEMBERS THROUGHCARE

DELPHINE LEE TERRENCE GOH Director, Director, STAFF DEVELOPMENT REHABILITATION & REINTEGRATION

(LEFT TO RIGHT) (LEFT TO RIGHT) CHANDRA KUMAR CHIAM JIA FONG COMMANDER, CLUSTER A Director, Provost SHIE YONG LEE KOH TONG HAI COMMANDER, CLUSTER B Director, Intel CHEW HOCK MENG LEE KWAI SEM COMMANDER, CLUSTER C Director, Strategic Planning DESMOND CHIN STANLEY TANG DEPUTY Director of Prisons/ Director, OPERATIONS Vincent Chew CHIEF OF STAFF LAM CHER SOON Commander, OSC Director, Corporate Services

Timothy Leo SOH WAI WAH Director, Psychological & Correctional Rehabilitation Director of Prisons DIRECTOR’S NOTE

I was extremely heartened. To know that more and more offenders have remained crime- free was most splendid and a great encouragement for all of us at the Singapore Prison Service. This spurs us to play our part further so that we can keep recidivism rates low.

2 ADVANCING THROUGHCARE TOGETHER I will describe 2012 as a year of many new births. be in the running again last year to attain a higher Many meaningful projects were carefully considered and level of achievement. Our motivation was principally successfully carried to fruition. I will name a few here. to seek continuous improvement on the never-ending In enhancing our capabilities, we commissioned the journey of excellence. We were assured once again Operations and Security Command and the Prisons that we were on the right track when we were honoured Negotiation Unit. A new Security Control Office was with the coveted Singapore Quality Award (Special also built for Cluster A to support our current measures Commendation) last year, a feat made possible by our in enforcing a safe and secured environment. Along with concerted commitment to keep Singapore safe and these new additions, we boosted our manpower pool to secure, every day. efficiently staff rehabilitation and reintegration initiatives. I am pleased to welcome 368 new Captains of Lives Winning this award would have been the pinnacle into our family last year. Many of them are deployed achievement of the year until I received updates that to provide casework for drug offenders who are the recidivism rate for 2012 (for the cohort released released under the supervision of the Central Narcotics in 2010) had fallen to 23.6 per cent, the lowest in Bureau. This marked the first-of-its-kind Home Team Singapore so far. I was extremely heartened. To know collaboration. At Cluster B, we instituted the Pre-Release that more and more offenders have remained crime-free Regime, where extensive innovations in how inmates are was most splendid and a great encouragement for all of managed and counselled were introduced. This is part us at the Singapore Prison Service. This spurs us to play of our holistic programme to prepare inmates for the our part further so that we can keep recidivism rates low. support that they would receive after their release. Looking forward to the year ahead, we will keep a Piecing together the collaborative corrections efforts close eye on creating synergy and developing our new among our community, volunteers were invited to projects. As a forward-looking corrections organisation, befriend inmates and to provide them with emotional we need to plan ahead by creating new and effective support after they complete their sentence in prison. ways to safeguard inmates in our charge and to provide Our resolve to garner stronger community support suitable rehabilitation. Let us press on together with our drove the revamp of our corporate communications partners, in the Home Team and among our community, and relations branch. Enhanced media engagement to achieve more purposeful collaborations in our mission initiatives have contributed to stronger public support for to keep Singapore safe. the Yellow Ribbon Project. This was reflected in the record participation of 10,000 enthusiasts in the Yellow Ribbon Run in 2012. SOH WAI WAH We do not rest on our laurels. After receiving the Director of Prisons Singapore Quality Award in 2006, we decided to Singapore Prison Service

ADVANCING THROUGHCARE TOGETHER 3 enhancing Incare Enhancing Incare 6 Registry Up-Stream @ Sub-Court 8 Jailcraft 12 Prison Negotiation Unit

Expanding Aftercare 16 Pre-Release Centre 20 Enhanced Supervision

Together With Community Partners 26 Yellow Ribbon Project 30 Prison Volunteers - CO-CAPTAINS OF LIVES

Singapore Quality Award with Special Commendation 2012 34

Striving Together 40 Corporate Communications And Relations Branch 42 Provost Branch 44 Staff Inspectorate Branch 46 Operations Division 48 Staff Development Division 52 Rehabilitation And Reintegration Division 56 Corporate Services Division 60 Intelligence Division 62 Strategic Planning Division 64 Psychological And Correctional Rehabilitation Division 68 Cluster A 72 Cluster B 76 Cluster C 80 Operations And Security Command

Achieving Together 86 Statistics 101 Almanac

ADVANCING REGISTRY UP-STREAM @ SUB-COURT LOCK UP

Cluster B Registry functions as the Subordinate Court Lock Up (SCLU) admission centre for convicted and directly under the purview of Prisons, remanded male persons-in-custody the idea to upstream our registry (PIC) from Subordinate Court as well as processes at SCLU was conceived. A various Law Enforcement Agencies. On working group comprising Officers average, Cluster B registry processes from Cluster B Registry and SCLU was over 16,000 admissions per year. formed to look into the possibilities of up-streaming the admission processes Due to our high admission rates, the in SCLU. admission process at B2 Registry was time-consuming and resulted in long Bringing registry functions working hours for Registry staff. to SCLU The up-streaming process was A golden opportunity to enhance the implemented in two phases. In the first admission process presented itself phase, weekly coordination meetings when Prisons took over Courthouse were held to explore how the admission Lock-up escort duties in October 2011 process could be incorporated into from Singapore Police Force. With SCLU premises and work processes.

6 ADVANCING THROUGHCARE TOGETHER ENHANCING INCARE

After careful study and planning, SOPs and workflows were drafted to provide clarity on the admission flow in SCLU.

The second phase was renovation works and enhancement of Prisons Operations and Rehabilitation System (PORTS). In Feb 2012, one of the cells in SCLU was converted into a satellite Registry Office which could process up to 3 PICs at any given time. PORTS was also enhanced to create temporary numbers to identify specific PICs.

Commencement of Sub-Court Registry On July 2012, Sub-Court Registry officially started its operations. Although there were teething issues encountered such as technical difficulties and shortage of storage space, they were resolved promptly. Sub-court Registry is now able to process two-thirds of the daily fresh admissions. This has translated into shorter processing time when inmates arrived in B2 admission centre, achieving greater efficiency.

In June 2012, Changi Women Prison (CWP) started to up-stream its admission processes at SCLU whenever there were more than 10 new female admissions. This has enabled CWP reception staff to complete their entire admission process half an hour earlier.

The upstreaming of admission processes to SCLU is a prime example of how SPS continues to innovate at every point in throughcare to increase its efficiency and ensure optimal use of resources.

The upstreaming of admission processes to SCLU is a prime example of how SPS continues to innovate at every point in Throughcare to increase its efficiency and ensure optimal use of resources

ADVANCING THROUGHCARE TOGETHER 7 8 ADVANCING THROUGHCARE TOGETHER ENHANCING INCARE

Jailcraft the business of managing inmates

Jailcraft Training Prior to 2009, Jailcraft principles were not documented formally and existed only as tacit knowledge of experienced officers, passed down informally from one generation of officers to the next.

Since then, various in-house courses have been developed and conducted to reinforce officers’ understanding and application of the Jailcraft principles, e.g. Jailcraft coaching workshops, Jailcraft Competency And Readiness Evaluation (JCARE) and e-learning modules. An annual online e-test on the application of the Jailcraft principles is also mandatory for all officers.

What is Jailcraft? In the domain of prison work, Jailcraft is something fundamental that every prison officer should be competent in. It is a combination of “hard skills” and “soft skills” that are essential to the business of managing inmates.

Why were Jailcraft Principles Created? In 2009, SPS undertook an exercise to document the essential principles of Jailcraft. Research and interviews were conducted, leading to the articulation and codification of 6 Jailcraft principles which will serve as a guide for prison officers.

What are the Jailcraft Principles? Be security-minded and tactically proficient Understand inmate subculture Be firm but fair Take charge and be in control Show genuine interest in inmates’ well-being and rehabilitation Be a positive influence

ADVANCING THROUGHCARE TOGETHER 9 RO2 Luo Shuzheng Institution B5, Housing Unit Officer

As a Housing Unit Officer, I have the power and understand them. When making to impact the lives of inmates under my decisions, I stand firm on my ground charge in many ways. With this power also which must be fair and sound. When comes the responsibility to help them cope an inmate approaches me for a with issues peculiar to incarceration. request, I take the request seriously, as it is the basis for building rapport and The responsibility of managing the lives mutual respect between the inmate of hundreds of human beings never really and I. Finally, I tell myself that this is my set in until I was posted to a Housing Unit Housing Unit, my home ground, so I as a HUO in 2011. From the sharing of am in charge and in control. experienced officers, I knew that resolving issues in the artificial environment of a Jailcraft principles have served me well prison required ‘skill’. How the officers in my daily work as a HUO and have handle situations affect both the inmates helped contribute to a safe living and concerned and their perception of me as an officer of SPS. I was grateful that this working environment for inmates and ‘skill’ was taught to me during my Basic Officer Course (BOC) in PSTS. That ‘skill’ staff. I have come to realise that the was Jailcraft. path to Jailcraft mastery is as endless as our operational environment is During the first few times when inmates came to see me, principles of Jailcraft dynamic. With the experience gained naturally flashed across my mind to guide me. Almost instinctively, they became my through operational work at the HU, internal references and mental checklist. my learning and self-mastery of Jailcraft continue to grow. This is the product Now, it is a habit for me to run through the following before I begin my shift of the effort of experienced officers, each day: When I interact with inmates, I treat them in a neutral and fair manner, and the work done to codify the hard according them due respect as fellow human beings. When processing requests, and soft skills of Jailcraft into guiding I am mindful of the inmates’ subculture and their background to empathize with principles for Captains of Lives.

DSP1 Serena Lim before they could trust us with their Changi Women’s Prison, hopes, dreams, fears and worries. Duty Operations Officer We were also told to be security- In my first posting to the Reformative minded. During our tour of duty, Training Centre (RTC) in 2003, my simple but critical actions such as coach told me that one of the most standing at the ‘correct spot’ with the important aspects of working with best vantage point while supervising inmates was to understand their inmates showed our level of security- subculture. A strong rapport was also mindedness and put us in control of needed before we could engage the the situation. inmates better. This was not easy as inmates could sense our sincerity (or At that time, these points were lack of it). It was important to show snippets of advice from experienced genuine interest in their well-being teammates and my coach. When

10 ADVANCING THROUGHCARE TOGETHER ENHANCING INCARE

CW2 Mohamed Safrin Saptu Institution A5, ICC Officer

More than 7 years ago, I met my most As the incident with inmate X taught ‘difficult’ inmate in my career as a Captain of me, without firmness and fairness, it is Lives. However, it became my most treasured impossible to gain the trust of inmates. moment as the experience taught me about Where there is trust, not only is security what skills I required as a Captain of Lives. enhanced, rehabilitation can also be Inmate X had a reputation for being difficult, more effectively carried out. was quarrelsome and complained about many things. I was not sure what prompted me to We are also agents of change by start speaking regularly with him, but slowly, I showing genuine care and concern for gained his trust. The rapport built was effective their well-being, and offering positive for rehabilitation as it was based on mutual encouragement. Prison officers exert trust and respect. It was later that I found out a positive influence that is vital to the that the ‘skill’ or ‘tool’ that I used was not inmates’ rehabilitation. anything extraordinary, it was actually our core skill – Jailcraft. With proper understanding and application of the Jailcraft principles, I Back then, Jailcraft was not codified neatly into principles. Younger officers am empowered to help my charges to inherited practices from more experienced staff about ways to effectively interact be the best that they can. with inmates. However, since 2010, we have codified Jailcraft Principles to guide us in managing and interacting with inmates effectively.

Each Jailcraft Principle applies to our ever-changing environment. We must be security-minded and tactically proficient to be prepared for threats to prison security. An understanding of inmates’ subculture coupled with high levels of control and discipline are vital in ensuring a high level of safety and security.

Jailcraft Principles were first introduced New officers are taught the Jailcraft It is essential for every officer to in 2010, the concepts articulated were principles when they undergo their understand the principles and how they essentially not new to experienced basic training and apply them when can apply them in different situations officers. Jailcraft as a skill to manage they are posted to the institutions. on the ground in their daily interaction inmates effectively and professionally Experienced officers relate to these with inmates. In applying the Jailcraft was already being practiced by these principles in their daily work and during principles in our daily work, we are officers; only that they were not formally discussions on inmate management performing more than just ensuring codified into guiding principles. with their teammates. Speaking the security. We are also facilitating the same ‘language’ allows greater rehabilitation and reintegration of our Jailcraft principles have enabled consistency in the way we deal with inmates into society. officers, new or experienced, to speak inmates regardless of where we work. It the same ‘language’ and to be ‘on the is also easier to debrief officers during same page’. In my current post as a scenario-based or in-service trainings, Duty Operations Officer of CWP, I find where we help officers put such this common ‘language’ beneficial. principles into perspective.

ADVANCING THROUGHCARE TOGETHER 11 PRISON NEGOTIATION UNIT

Introduction a chance to carry out his threat, this In the history of Singapore Prison incident reminds us that the threat of a Service (SPS), there have been no hostage situation in SPS is not remote incidents of a hostage situation. and there are prisoners who harbour However, there have been close calls. such deviant intentions. In 1984, a young warder was patrolling during night duty at the admission hall SPS’ Approach to Hostage of Bedok Reformative Centre (BRTC). Situations He observed shadows darting by and In SPEAR, SPS has developed over proceeded to investigate but was the years a highly trained and potent overpowered from the blind side by counter-hostage capability. As evident four Reformative Trainees (RTs) who from various friendly and competitive were trying to escape. Although he was interactions with similar forces in Prison assaulted by his captors, he managed institutions regionally and in North to blow his whistle and raise the alarm. America, SPEAR can be relied upon to This shocked the RT boys as their plan effectively resolve a hostage situation. was to escape undetected. They quickly With the set up of PNU, SPS now has abandoned their escape plan once an additional capability which will other prison officers arrived. During complement SPEAR in bringing about the incident, the inmates could have a safe and secure resolution to such used that young warder as a hostage to incidents. obtain safe passage out of BRTC. In recent years, there was an inmate Mission and Organisation who threatened to use a prison officer Structure of PNU as a hostage to trade for cigarettes. • The mission of the PNU is to engage Throughout his incarceration, he the hostage takers for the purpose repeatedly requested for cigarettes. of the safe release of the hostages. The threat was treated seriously and although the prisoner never did have • PNU is headed by a Head PNU

12 ADVANCING THROUGHCARE TOGETHER ENHANCING INCARE

who reports to Commander, Superintendents and SPEAR officers Conclusion Operations and Security Command so they could better understand the The setting up of PNU heralds the (OSC). Currently, there are only roles of PNU. PNU negotiators were development of a new operational a handful of PNU officers as it is also sent overseas to attend courses by capability in SPS which enables us to still in its infancy but the eventual California Department of Corrections respond to a wider variety of situations aim is to expand to numerous and Rehabilitation (CDCR) in USA, where the safety and security of PNU teams. Officers can volunteer Pennsylvania Department of Corrections individuals are compromised. With the to be a negotiator, and hold the (PA DOC) in USA, and the United progress towards throughcare, SPS appointment concurrently with Kingdom’s Metropolitan Police Service would need to continue to strengthen its their core duties. PNU is also (UK MPS) for further specialised core operational capabilities and skills supported by psychologists from negotiations training and knowledge to ensure we stay true to our mission of the Psychological and Correctional sharing with their counterparts. Selected a safe and secure Singapore. Rehabilitation Division (PCRD), PNU officers also attended negotiator who have undergone the basic conferences in USA such as the negotiation course. National Tactical Officers Association (NTOA) Crisis Negotiator conference need Qualities of a Negotiator and the New York Tactical Officers Negotiators to have a Negotiators need to have a high level Association (NYTOA) Crisis Negotiator high level of of self-control to be effective. They also conference to learn from their American self-control to need to have the ability to remain calm counterparts as they shared their be effective. They under stress and portray a calm and operational experiences. also need to have the ability to confident demeanour to reassure the remain calm Hostage Takers (HTs) and hostages. Training the Staff under stress and portray a It is important that negotiators have PNU negotiators have shared their calm and confident excellent communication skills and work training experience with other Prison well in a team as negotiation is a team Officers by conducting first responder demeanour effort. negotiation and hostage survival to reassure training during the Basic Officers’ the Hostage Training the Negotiators Course (BOC) at the Prison Staff Takers (HTs) The two teams of PNU negotiators Training School (PSTS), and with and hostages. It first went through a 5-day basic ground officers during In-Service- is important that negotiators negotiation course conducted by a Training (IST). This ensures that prison have retired Federal Bureau of Investigation officers are aware of how to respond in excellent (FBI) chief negotiator. The negotiators hostage situations. Such training further communication then advanced to a 5-day team-based enhances our operational capabilities skills and work negotiation course with numerous and increases the officers’ chances of well in a team as role-play exercises conducted by survival should they be taken hostage. negotiation is a team effort. 2 retired FBI chief negotiators. PNU negotiators have also extended These 2 training courses were also the hostage survival training to our new attended by Cluster Commanders, medical service providers.

ADVANCING THROUGHCARE TOGETHER 13

expanding Aftercare

Drugs permeate into multiple levels of offending and only with proper scaffolding and relapse prevention plans can there be hope for a reduction in re-offending for such offenders upon release.

ADVANCING 16 ADVANCING THROUGHCARE TOGETHER expanding aftercare B4 Pre-release centre

The B4 Pre-Release Centre (PRC) is a new initiative that has been adopted by the Singapore Prison Service since 1 April 2012. Drugs permeate into multiple levels of offending and only with proper scaffolding and relapse prevention plans can there be hope for a reduction in re-offending for such offenders upon release. PRC is thus developed for this purpose, being a therapeutic environment that would be centred on the principles of Risk, Needs and Responsivity. Its core program is the Integrated Criminogenic Programme that deals with criminal thinking and drug addiction, supplemented with skills development programmes from SCORE for work upon release. Inmates with high risk of offending are case-managed in the 10 months before release. Their progression is tracked and changes in mindsets, motivation and reintegration needs are followed up by caseworkers upon release, forming a proper Throughcare structure.

ADVANCING THROUGHCARE TOGETHER 17 Sgt Wilfred Ang, PRC Officer

“In PRC, the therapeutic environment is centred upon 5 core values; Responsibility, Hope, Perseverance, Honesty and Respect with inmates progressing across three phases, Rehab, Renew and Restart. At each phase, they will experience a gradual drop in regimentation and be instilled with a higher sense of self-regulation as part of normalisation.

With increased autonomy, greater expectations of conforming to basic rules which ensure the safety and security of prisons are placed upon our inmates. A higher standard of discipline is a given as the inmate progresses through the stages, and his first indication of taking responsibility for himself is exhibited during his opportunities to give advice to family Declaration of Commitment to Change members on how to control negative ceremony, done in the presence of emotions, or being the mediators for family, officers and befrienders. family conflicts or strife. PRC is definitely As the inmate progresses across stages, their first step to becoming responsible his family and befriender are invited for citizens once again.” debriefs on his progress, involving them in his change process. As PRC officers, we reward positive behaviour that are aligned to PRC values with privilege points. These can be used to redeem items for themselves or for loved ones during the open visits. These initiatives transform identities, from them being just inmates to someone that still plays an active role in supporting their families.

Re-initiating and rebuilding relationships with families is also a top priority in PRC. Inmates send back savings regularly to help out with household matters and communicate extensively with loved ones through letters, phone calls, tele-visits, face to face visits and open visits. It has been heartening to see some even using such

18 ADVANCING THROUGHCARE TOGETHER expanding aftercare

With tact and skills learnt from weekly Case Circles, we deal with these issues head-on rather than sweeping it under the carpet and try to give hope to these inmates for a changed life.

SSgt Vivian Ng Phei Ling, moment. Time is spent making sure the PRC Officer. inmate understands the mistakes of his choices, and they are even encouraged “In PRC, besides it being a therapeutic to look beyond themselves to restore environment, inmates also learn order to the therapeutic system. After skills to find good jobs that provide a fight or dispute between inmates, stable income. SCORE assigns a officers and counsellors conduct conflict Case Manager to each PRC inmate resolutions, where big burly inmates to arrange for them to access either actually stretch out a hand to each service or non-service industries. These other to ask for forgiveness – truly a sectors include warehousing, waiting rare sight. For inmates, they find this upon tables or budding chefs or cooks change process a necessary but very at restaurants, bistros or cafés. Upon painful one, having to share their completion of their training, they go shameful pasts with us officers and their through a job placement exercise and peers. have job interviews arranged for them prior to release. With tact and skills learnt from weekly Case Circles, we deal with these issues PRC officers also equip them with soft head-on rather than sweeping it under skills through coaching, mentoring the carpet and try to give hope to these and role-modelling. Officers spend inmates for a changed life. In all, it long hours doing numerous interviews, is definitely challenging to work in progress reports, and building rapport. PRC, but the potential for us to be the In PRC, one needs a paradigm shift. difference, helps drive all of us towards Every incident or offence is a teachable the goal of reducing recidivism.”

ADVANCING THROUGHCARE TOGETHER 19 enhancedsupervision

20 ADVANCING THROUGHCARE TOGETHER expanding aftercare supervision BACKGROUND In 2012, SPS and Central Narcotics Three months prior to the supervisee’s Bureau (CNB) collaborated to date of release, the assigned CRS and introduce a structured aftercare and RO will engage the supervisee at the supervision regime for repeat drug Pre-Release Centre to conduct a needs offenders with higher risks of re- assessment and build rapport with the offending. Starting in Nov 2012, the supervisee. The assessment of needs Enhanced Supervision for Long Term will be based on the Risks, Needs and Imprisonment (LT) offenders with higher Responsivity principle. Hence, before risks of re-offending was introduced. the supervisee’s release from prison, Upon their release from SPS, such the assigned CRS and RO would have high-risk LT supervisees will undergo sufficiently engaged him/her to chart mandatory counselling, electronic out their reintegration needs. monitoring and curfew which will run concurrently during their 2-year CNB In addition, the supervisee would be urine supervision. Officers from SPS required during the supervision period and CNB will work closely together to report to the assigned Central in their respective roles to provide the Narcotics Bureau (CNB) Supervision necessary aftercare and supervision to Division for urine supervision. Besides these supervisees. urine supervision, the supervisee would be required to attend mandatory COMPONENTS OF ENHANCED counselling sessions and placed on SUPERVISION electronic monitoring with curfew hours A supervisee emplaced on the imposed. Enhanced Supervision will be assigned a SPS Caseworker, known as To minimise disruption to the Community Rehabilitation Specialist supervisee’s daily life, the CRS and (CRS) and Reintegration Officers (RO) RO will interview or conduct individual to supervise them and provide casework counselling for the supervisees after for up to two years after release. While their urine reporting sessions at the the CRS focuses on their reintegration assigned CNB Supervision Divisions. needs, the RO will focus on compliance to supervision conditions whilst Generally, the interview and counselling on Enhanced Supervision. Both sessions with the supervisees would parties work in tandem to support be more frequent during the first few and supervise the supervisee in his months. This is because supervisees reintegration to the community. tend to face more adjustment issues and challenges in securing The assignment of CRS and RO to accommodation, employment and the supervisee is based on a set of financial assistance during this period. guidelines to ensure that the pair can Hence they will require more support complement one another in areas and scaffolding in the immediate such as language and relational skills period upon their release. The level of when engaging the supervisee in the engagement would decrease after the community. initial adjustment period and efforts would then be channelled to address their other needs.

ADVANCING THROUGHCARE TOGETHER 21 COMMON CHALLENGES FACED BY SUPERVISEES As of 30 Mar 2013, 92 supervisees have been emplaced on Enhanced Supervision. To better illustrate the reintegration challenges faced by the supervisees and the CRS and RO support for them in their reintegration journey, the following story describes the reintegration journey of a supervisee undergoing Enhanced Supervision Regime:

“I have been in the system since 12 years old when I was first sentenced to reside in Singapore Boys’ Home (SBH). My parents are divorced since I was young and I was fostered out by Ministry of Community Development, Youth and Sports (MCYS) as both my parents are not able to care for me.

I have learnt along the way through the school of hard knocks and had to fend for myself since young. I got acquainted with a group of “friends” during my various incarceration stints at SBH and

22 ADVANCING THROUGHCARE TOGETHER expanding aftercare

the various prisons. My various run-ins capacity to remain crime-free as long with the law include drug consumption, as I put my mind to it. The CRS and RO rioting and property-related crimes to assured me that they would be with me support my drug habits. throughout my new journey.

Every time I am released from prisons, Frankly, I still keep contacts with my I feel assured as my “friends” would old “friends” but no longer participate always be there for me from my day of in any of their activities. I am now release. They would take care of needs beginning to recognise my own ranging from accommodation, financial strengths and plan to reconcile with and companionship, etc. That said, I my family members whom I have not must also admit that I have already got contacted for many years due to my accustomed to the notion that my day incarceration. of release could also be the day I return back to the prison institutions. Although, I have yet to complete the regime, I am confident that I am I have never had the opportunities to able to remain crime and drug-free participate in structured pre-release provided I stay grounded and listen programmes. Hence, when I was to the counselling advice provided by selected for the Enhanced Supervision, the CRS, RO, and the various services I was sceptical at first as I have always provided by the Volunteer Welfare found it difficult establish a positive Organisation such as SACA and relationship with the staff during SANA”. incarceration.

Through the initial and subsequent engagements of the CRS and RO, I was motivated by them that I have the

Although, I have yet to complete the regime, I am confident that I am able to remain crime and drug-free provided I stay grounded and listen to the counselling advice provided by the CRS, RO, and the various services provided by the Volunteer Welfare Organisation such as SACA and SANA.

ADVANCING THROUGHCARE TOGETHER 23

together with community partners

In 2012, 257 community partners came forward to support the YRP. The support came in the form of volunteerism, donations, sponsorship for events, and joint collaborations. There were also 120 companies who expressed interest to offer employment opportunities to ex-offenders through the campaign.

ADVANCING ENGAGING THE COMMUNITY Yellow Ribbon PROJECT

As one of CARE Network’s key initiatives, the Yellow Ribbon Project (YRP) was launched in 2004 as a community engagement campaign aimed at changing society’s mindset in giving ex-offenders a second chance in life.

Over the years, the YRP has grown considerably beyond a community engagement campaign into a national level campaign that has garnered a significant level of awareness and community support.

Each year the YRP engages different sectors of the community to garner their support for the work to reintegrate ex-offenders. These sectors include corporations (public and private), grassroots organisations, community organisations (religious groups, clubs and societies), schools, and also well-meaning individuals.

In 2012, 257 community partners came forward to support the YRP. The support came in the form of volunteerism, donations, sponsorship for events, and joint collaborations. There were also 120 companies who expressed interest to offer employment opportunities to ex-offenders through the campaign.

26 ADVANCING THROUGHCARE TOGETHER Together with Community Partners

Mdm Jenap Said embarking on a 12 hours marathon

Themed “Will”, the 9th year of the YRP Through her inspirational effort, she strung together a series of meaningful raised $120,000 for the Yellow Ribbon activities to generate public acceptance Fund. and inspire community action. As a result, the YRP reached out to 31,887 Yellow Ribbon Community Art members of the public. Exhibition 2012 The Yellow Ribbon Community Art Yellow Ribbon Prison Run 2012 Exhibition provided a platform for The highlight of the year was the Yellow inmates and ex-offenders to express Ribbon Prison Run that saw a record their hopes and aspirations through art. turnout of 10,000 participants since Held at the Singapore Art Museum for its inception. Themed “The Road to the fourth time, the exhibition featured Acceptance”, the unique run route 51 original artworks by inmates led runners to a carnival at the end weaving their creativity to illustrate point, where they were joined by fellow the struggles faced on the path to supporters from Fajar Secondary School reintegration through the theme “Will”. and corporations like Tiger Balm Active, Pokka and Gold 90.5fm. Making a difference in this exhibition, ex-offender Kim Whye Kee led a group Yellow Ribbon Champion, Mdm Jenap of volunteers and residents from the Said also pledged her support for ex- Singapore Boy’s Home to create a offenders by embarking on her “Dusk 44 tile art installation titled “Paradigm Till Dawn Challenge” – an overnight 12 Shift”. The artwork describes the artists’ hours marathon before the official flag- search for freedom and relief through off at Yellow Ribbon Prison Run 2012. a key.

ADVANCING THROUGHCARE TOGETHER 27 Yellow Ribbon Culinary Graduation 2012 The Yellow Ribbon Culinary Programme Graduation Ceremony marks the end of an outcome-based training programme that leads to a professional certification endorsed by SHATEC Institutes. For a select group of talented inmate participants, this programme aims to prepare the inmates for life after release. On March 2012, the 16 inmate trainees successfully completed and graduated from the course. At the graduation ceremony, family members of the graduates were also present to celebrate this special moment with them.

Inspiring the Next Generation Inspired by the message of second chances after attending the Yellow Over the years, the YRP had grown Ribbon Community Art Exhibition, a considerably beyond a community group of students from Raffles Girls School adopted Yellow Ribbon Fund engagement campaign into a national level (YRF) as their beneficiary through campaign that has garnered a significant level the Citi-YMCA Youth for Causes of and programme. The team organised a awareness community charity concert and other activities and support. raised a total of $13,465.00 for the YRF. (Inmate Testimony) New Media Engagement My Mum’s Kitchen The YRP utilises a multitude of media The most important lesson any parent At first, I used to sit and watch my mum platforms to maintain mindshare and wants to impart to their child is being preparing ingredients, then watching outreach to the community. To date, independent. I learnt that in my mum’s her cook. I graduated to helping her there are more than 60,000 followers kitchen. light chores. Then, she got me involved on the YRP facebook page. Leveraging in the cooking process. Little did I on the popularity of mobile phone I was a child with poor health. While realise that she was teaching me an applications, the YRP launched its first other kids were out playing, I stayed important lesson, to be self-sufficient. mobile application for smart phone indoors. I didn’t mind - it was great users to get the latest updates and being around my mum most of the This lesson was put into practice when information on the YRP. time. my mum gave birth to my baby brother. She just told me “cook something for Yellow Ribbon Fund (YRF) My fondest memories of childhood your father and your big brother.” So In 2012, the YRF garnered a total of were going to the market holding, my the next day, I cooked a full pot of $1,214,375.02 through the generosity mum’s hand. What a great adventure sambal sardine. That’s what we had of its donors and its various fund raising for a four year old! The smells, the for the next few days. It was then that I efforts. $819,610.62 was disbursed vibrant colours, sounds of people also realised the importance of being to programmes and services to help hustling attacked your every sense. The independent. Being able to cook and ex-offenders reintegrate into the society, wet market to me, was the heart of my feed yourself and others felt so good, reconcile with their families and find housing estate. In my house, it was the especially for a ten year old. As I hope in a new beginning. kitchen.

28 ADVANCING THROUGHCARE TOGETHER Together with Community Partners

grew up, I misjudged the capability of Even now, with me in here, she is being independent. Foolishness and imparting another important lesson inexperience led me astray. I went - responsibility. Her responsibility to through drugs thinking, “I’m self- me makes me ashamed of my lack of sufficient - I don’t need anyone. I can responsibility towards her. I’ve destroyed take care of myself.” chances I was given. This time I wanted to do something to change my life for When I was arrested, it wasn’t for the the better. first time, it was a long sentence. I had a lot of time to think about what Cooking has always been my hobby. happened in my life. Going through My objective for going through this everything in the past, one image kept course is to turn my hobby to a stable coming back to me. The image of my career. I’m glad to be given this mum in the kitchen, cooking. In all her opportunity to help me work on a better visits before my release, she always future. Then I can truly be independent. asked me, “What you want to eat when you get home?” I’ve never really been independent - she has always been there with me.

ADVANCING THROUGHCARE TOGETHER 29 PRISON VOLUNTEERS – CO-CAPTAINS OF LIvES

Rehabilitation and Reintegration: these are two key goals we hope to achieve for the offenders committed to our custody. Yet, these two words encompass a whole range of issues, programmes and concerted efforts by many partners. SPS has been tackling the many aspects of an offender’s rehabilitation through various approaches - from our ground officers to the counsellors, working with many agencies, from SCORE to the various Family Resource Centres. While there are a number of partners that SPS works with, one of the most valuable and vital resources we have are our volunteers. They stand nothing to gain monetarily; but what their beneficiaries gain from them is priceless. There is a wide range of volunteers in SPS, contributing to society in their own ways, and these are the stories of five of them.

re•li•gion/rɪˈlɪdʒən/ noun: a set of backgrounds and may not be beliefs concerning the cause, nature, conversant in English, the counselling and purpose of the universe, often sessions and written materials used containing a moral code governing the were mainly in English. Taking personal conduct of human affairs. responsibility for the counselling sessions, she worked with her fellow Ms Yasho Dhorisingam volunteers to painstakingly translate Religious Volunteer the materials into Tamil. If there were illiterate offenders in her group, prayers Following the teachings of a religion shared would be read aloud line helps to guide an offender as the faith by line so that everyone could hear, imparts positive values and motivates repeat, learn and participate. Her the offender towards good behaviour. dedication has helped to allow Hindu SPS facilitates religious counselling counselling to become more accessible for major religions and an exemplary to all offenders, even if they were not religious volunteer is Ms Yasho educated. Dhoraisingam. A lawyer by profession, Yasho has been a ‘Mitra’ (which Yasho shared that being a prison means friend in Sanskrit) to our Hindu religious volunteer was not only about offenders for 5 years. Despite her busy imparting religious knowledge, religious personal schedule, Yasho conducts values, or sharing prayers and hymns religious counselling sessions for the - it is also about being a mentor and offenders with other volunteers from friend to an offender. The Hindu Centre.

Yasho realised that even though the offenders came from varied educational

30 ADVANCING THROUGHCARE TOGETHER Together with Community Partners

be•friend/bɪˈfrɛnd/ verb (used with very first visit to prison to make initial object): to make friends or become contact with his assigned inmate, his friendly with; act as a friend to; help; first thought was that it was depressing. aid. However, with the training courses provided by SPS and SACA, as well as Mr Lim Kah Keng the guidance of a full time mentor, Kah Befriender Keng’s confidence was boosted.

The criminal thinking of offenders It may be easy for one to dismiss a is often exacerbated and negatively befriender as a referral agent and reinforced by the behaviour and beliefs expect the befriender to help link the ex- of their criminal associates. While most offender up with community resources people would not think of associating such as getting gainful employment, themselves with known ex-offenders, However, Kah Keng believes that SPS has been promoting Befriending managing the ex-offender’s desire – for the ex-offender to have a role to seek instant gratification and model and pro-social support upon getting them to open up their minds their release. to alternatives are more beneficial to the long term reintegration of the Mr Lim Kah Keng has been a long time ex-offender than fulfilling their every volunteer with SACA, and took on the fancy. Even when faced with difficult additional role as a Befriender in 2010. and resistant clients, Kah Keng hopes He was initially apprehensive about that during their befriending sessions, becoming a befriender, questioning he would be able to plant many seeds if he would worsen situations instead in their lives that would someday bear of help his clients. Remembering his fruit.

out•reach/ aʊtˌritʃ/ noun: the act of Mr Imhar Said to be the Yellow Ribbon extending services, benefits, etc., to a Champion for the entire East Coast wider section of the population, as in GRC. Imhar feels that the COP community work. provides a platform for the community to connect with residents who might be Mr Imhar Said in shame or suffering from the stigma Yellow Ribbon Champion of incarceration. Feeling strongly about the children affected by their parent’s The Community Outreach Project incarceration, Imhar is patient and (COP) was started in 2010, adopting perseveres in reaching out to the cases Dr Mohamad Maliki’s pilot of the assigned to him. We-Care project which he initiated when he was the MP for Sembawang Sharing about his experiences on the GRC (Admiralty). COP leverages on project, Imhar believes that engaging grassroots volunteers to reach out to an the community is ‘heart work’; one offender’s family to assess their needs is required to be compassionate, and provide assistance and link-ups empathetic and be willing to put in the to community organisations where time and effort to listen to their stories. required. Everyone has a story to tell and Imhar found that from their sharing, he is in Dr Maliki became the MP for East turn enriched by their lives and even Coast GRC in 2011, where he selected more grateful for his own.

ADVANCING THROUGHCARE TOGETHER 31 Board of Visitors/noun: an independent body appointed by the Minister to advise and make recommendations to ensure that the health, maintenance, recreation and discipline of Drug Rehabilitation Centres (DRC) inmates are taken care of and that an efficient standard is maintained throughout each DRC.

Mr Periowsamy Otharam Chairman of Board of Visitors

Mr Periowsamy Otharam, BBM (L) BBM PPA(P) PBM PBS, more affectionately known as Mr P O Ram, is the Chairman of the Board of Visitors and Chairman of the Institutional Discipline Advisory Committee/ Institutional Discipline Review Committee 3. Currently a Legal Consultant, Mr P O Ram has served as a Deputy Public Prosecutor and Deputy Senior State Counsel in the Attorney-General’s Chambers in his younger days, and has seen through the setting up of the Board of Visitors, contributing patiently over these years.

Reminiscing the history and the development of the Drug Rehabilitation Centres, Mr P O Ram shared how in the old prison systems, the State was concerned with the alarming growth of drug abusers and rounded up these abusers by the hundreds and placed them in Centres. In the beginning, the concern was more of ensuring these offenders were denied drugs, and their welfare was less of a concern. Even Board members were treated as guests by the establishment. This is unlike today’s situation, where the Board of Visitors is considered as a necessary part of the organisation.

On one occasion, Mr P O Ram asked for a thorough investigation after noticing that an offender had bruises on his body whilst in an isolation cell. Mr P O Ram and the Board followed through with the case thoroughly, ploughing through the investigation papers and interviewing the offender and the doctor, until they determined the cause of the bruises and were satisfied that they did not arose from wrongful actions of the staff. The passion to serve and the meticulous nature of Mr P O Ram and the Board or Visitors have contributed greatly to drive SPS to achieve higher standards in all aspects of our work.

vol•un•teer/ˌvɒlənˈtɪər/ noun: a person who voluntarily offers himself or herself for a service or undertaking. A person who performs a service willingly and without pay.

32 ADVANCING THROUGHCARE TOGETHER Together with Community Partners

Board of Visiting Justice/noun: The Board of Visiting Justices, comprising Justices of Peace, is appointed by the Minister. Their main role is to ensure that the prison regulations are adhered to and to inform the Superintendent of any irregularity that may be observed in the working of the prison or reformative training centre or in the treatment of any prisoner confined therein.

Mr Teo Chong Tee Member of Board of Visiting Justice

Coming from a humble background, Mr Teo Chong Tee, JP, BBM started working at a tender age of 19 to contribute to his family’s income, supporting his father, who was a trishaw rider, to provide for his family of 7. With his diligence and affable nature, Mr Teo served 41 years in the airline industry, while concurrently serving 20 years as MP of Changi Constituency from 1976 to 1996. Following his retirement from Parliament in 1996, Mr Teo was appointed a Justice of the Peace (JP) in October 1998 by President Ong Teng Cheong for a 5-year term. Subsequently, he was re-appointed on 2 other occasions by President S. R. Nathan in 2003 and 2008.

Being on the Board of Visiting Justices for more than a decade, and as the Vice-Chairman of the Home Detention Advisory Committee 1 and the Vice-Chairman of the Reformative Training Centre Advisory Committee, Mr Teo said that it has been always his pleasure to contribute his services to society following his retirement from politics. In his experience with the offenders, Mr Teo always admired the types of skills that many offenders possessed when given the opportunities during their incarceration. He added that these offenders had good potential openings waiting for them upon their release.

Summing up the Prison system and our rehabilitation efforts succinctly, Mr Teo said that the offenders are in prison for their wrongdoings which could be corrected with proper counselling and guidance. He added that family support is vital in the offenders’ rehabilitation. Collectively, the Singapore Prison Service, programme counsellors, volunteers, visiting justices, families and guardians must be supportive in all areas of the offenders’ rehabilitation as their second chance given will undoubtedly minimise their return to their old ways and habits.

ADVANCING THROUGHCARE TOGETHER 33 Director of Prisons receiving the SQASC trophy from Deputy Prime Minister and Minister for Finance Mr Tharman Shanmugaratnam

2012 will be fondly remembered by SPS officers as the year where SPS was Singapore accorded the Singapore Quality Award (SQA) with Special Commendation (SC). The SQASC is the pinnacle Quality Award accolade accorded to organisations that exemplify business excellence at the national level. Specifically, the with Special Commendation 2012 SQASC recognises past SQA winners for scaling greater heights of business excellence and for demonstrating sustainable global leadership. The award is significant as it affirms SPS’s vision and mission to create a safer Singapore and pushes us to achieve an even higher standing in the global corrections fraternity.

Director of Prisons (DP), Mr Soh Wai Wah, was presented with the SQASC trophy by Mr Tharman Shanmugaratnam, Deputy Prime Minister and Minister for Finance, during the Business Excellence Awards Ceremony held on 20 November 2012

34 ADVANCING THROUGHCARE TOGETHER at Shangri-La Hotel. The fact that SPS is only the sixth winner since the award was introduced in 2007 highlights the exclusivity of the SQASC.

During his acceptance speech, DP paid tribute to the Captains of Lives whose commitment, professionalism and passion positively influence the lives of the inmates under their care, the inmates’ families, and the community. Indeed, the recognition was apt given the important role played by the SPS staff in achieving its mission of safe and secure custody and the rehabilitation of inmates.

Conceptualisation and SPS Officers group photograph with GOH, Deputy Prime Minister and Minister for Operationalisation of SQASC Finance Mr Tharman Shanmugaratnam 2012

Planning and preparation for SQASC 2012 started in early 2010 with the review of the areas for improvement (AFIs) identified during our earlier Business Excellence (BE) certifications, namely the Singapore Quality Award (SQA) application in 2006, and the re-certification of People Developer, Innovation Class and Service Class in 2008. A dedicated SQASC Secretariat spearheaded by SD&I Branch was formed with the mission of mobilising the entire organisation to address these AFIs. Our preparations were guided by the Business Excellence (BE) Framework which offers a holistic approach in managing an organisation’s systems SPS staff undergoing briefing on the SQASC Application Report and processes to achieve breakthrough improvements. SPS has adopted the BE value creation, while allowing us the was made to re-certify the BE niche Framework since 2001, when we first opportunity to compare ourselves certifications in 2011 prior to the attained the Singapore Quality Class. against best-in-class standards of SQASC application. To do so, SD&I We found the BE Framework useful and performance and systematically take Branch worked in close coordination have since continued to apply it to our stock of and assess our organisational with the various Clusters and Divisions. work processes. As we work towards goals. Directorate members were appointed our goals, the BE Framework provides as Category Owners to oversee specific guidance for us to enhance key In ensuring that the AFIs are categories of the BE Framework and organisational systems and processes adequately addressed, and to ascertain ensure the various AFIs highlighted to achieve higher performance and implementation efficacy, a decision previously were aptly addressed,

ADVANCING THROUGHCARE TOGETHER 35 supervised at the highest level by the Business Excellence Steering Committee (BESC). We managed to validate and refine our gap closure efforts, which in turn put us in good stead in our march towards the SQASC objective.

Among the many AFIs addressed included the following key areas – identifying opportunities to leverage on customer-focused and innovation strategies to enhance operational capabilities and efficacy; setting clearer long term goals to better measure the effectiveness of our rehabilitation, operations and support initiatives; employing benchmarking to further enhance key rehabilitation processes as well as to set stretch goals and targets to drive the organisation to a higher level of excellence; and enhancing results comparison with international corrections to better articulate the extent of SPS’s global leadership.

The SQASC application was conceptualised and executed in 2 phases.

Phase 1 – Pre-Site Visit The Pre-Site Visit Phase saw the Secretariat organised into teams overseeing the Editorial, Communication, and Data & Documentation aspects of the application process. The Editorial Hanging mobiles and info-graphics poster used as part of the SQASC Team was charged with delivering communications a compelling and succinct SQASC Application Report which highlighted SPS’s global leadership efforts and key improvements since winning the SQA in 2006.

As part of internal communications, briefing sessions, styled “SQASC Rallies”, were conducted by the Communications Team for all staff on the contents of the SQASC Application SQASC Big Group Rally – Opening address by Report. While various staff would be Director of Prisons aware of the different AFIs addressed

36 ADVANCING THROUGHCARE TOGETHER The SQASC is the pinnacle accolade accorded to organisations that exemplify business excellence at the national level. Specifically, the SQASC recognises past SQA winners for scaling greater heights of business excellence and for demonstrating sustainable global leadership. The award is significant as it affirms SPS’s vision and mission to create a safer Singapore and pushes us to achieve an even higher standing in the global corrections fraternity.

in the course of the years, having conceptualising and executing the challenges. However, this made the these improvements briefed in a single 3-day SQASC assessment contributed fruits of success reaped even sweeter. briefing session to the staff allowed to the SQASC success, SPS’s This journey should certainly not end them to have a holistic understanding commitment towards continuous with the achievement of this pinnacle of the changes made. The morale of improvement was the key winning award. On the contrary, winning the the staff was raised as they realised the factor. Since embarking on the BE award should strengthen our resolve great strides that SPS had made over a journey, SPS has conscientiously to sustain our performance and broad front. The Communications Team addressed the AFIs identified during endeavour to seek more challenging conceptualised the communications the BE assessments and beefed goals. collaterals to better facilitate staff up on areas we were found to be understanding and appreciation of the lacking. In fact, such a practice has As DP mentioned in his blog, the BE journey SPS has undertaken. been ingrained in our systems and SQASC validation does not in itself processes. We therefore appreciate make us a “great” organisation. Phase 2 – Actual Site Visit the BE assessment process and view it Rather, it is our drive towards continual Following the completion of the pre- as a value-add to our organisational improvement and excellence that will site visit commitments, the SQASC progress. Furthermore, having qualified determine whether we are “great’. We Secretariat was re-organised to oversee BE practitioners assess and do a heath should never be complacent nor rest the smooth planning and execution of check on our organisation provides us on our laurels. Instead, we should be the 3-day SQASC site visit by assessors with the opportunity to scale greater relentless in this never-ending journey from SPRING Singapore. heights of excellence. towards excellence in order to be a truly “great” organisation, worthy of the The SQASC site visit was planned in Success would also not have been SQASC. a manner that allowed the assessors possible without the contribution of to experience SPS through the eyes every prison officer. Everyone worked of an inmate undergoing various together as a team in addressing the imprisonment phases - from admission AFIs for continuous improvement. Co- to incare and aftercare. As such, the ordinated by the Secretariat, officers assessors were hosted in Institutions also went the extra mile during the site B2, B4, A3 and Tanah Merah Prison visit in furnishing information to the School where they got to appreciate the assessors extent and vigour of our security and rehabilitative efforts. Sustaining the Organisational Excellence Drive Key Winning Factors Our journey of excellence was While the hard work put into undoubtedly fraught with many

ADVANCING THROUGHCARE TOGETHER 37

units REVIEW striving together

As part of the Criminal Justice system, it is important for the SPS to work together with other stakeholders to provide for a safe and secure Singapore.

ADVANCING Strategic communications complementing a world- corporate class organisation To stay relevant and keep abreast of the ever-changing media and communications communications landscape, the Public Affairs Branch of the SPS was reorganised and renamed the Corporate Communications and and relations Relations Branch (CCRB) on 1 January 2012. As a guardian of the SPS and Captains of Lives (COLs) brands, CCRB maintained its track record of leading the communications efforts of SPS in 2012, branch and offered comprehensive support in building, maintaining, and sustaining the organisation’s reputation as an exemplary prison institution. CCRB’s strategic engagement of SPS’ key stakeholders also continued to result in effective recognition of SPS as a forward- complementing looking organisation committed to make Singapore a safe and a world cLAss secure home for all.

organisation Progressive Media Engagement CCRB’s grasp of SPS’ stakeholders’ news consumption habits enabled a deeper engagement throughout the year. One of the highlights was achieving over 40 per cent increase in the total number of media clips relative to 2011. Beyond the quantitative result, CCRB also ensured that SPS’ key messages continued to reach targeted stakeholders. From discussing safe and secure custody to broadening SPS’ involvement in rehabilitation and reintegration, tailored messages were weaved into suitable platforms

40 ADVANCING THROUGHCARE TOGETHER Units REVIEW

to create a more meaningful and objective perspectives of working within and systems to allow our officers to objective media presence. In fact, 90 SPS via several television and radio perform effectively and enable the per cent of coverage related to SPS in programmes. The increased visibility of branch to achieve its mission of being 2012 contained at least one of SPS’ SPS’ uniformed officers, coupled with instrumental in helping SPS to enhance key messages. Recruitment Branch’s targeted outreach mutual understanding and engagement contributed to a successful recruitment with the organisation’s stakeholders. One of the ways that CCRB was able campaign. to work hand-in-hand with the media was through initiating purposeful Similarly, CCRB contributed to the meetings. For instance, speaking with Business Excellence Team in paving the Channel NewsAsia’s top management way towards the monumental win of the led to a more insightful understanding highly prestigious Singapore Quality of the newsroom’s editorial needs and Award with Special Commendation. preferences. This allowed CCRB to It was crucial that SPS was able to shape and perfect story angles that showcase the organisation’s pride in culminated in a positive four-part positive and impactful news coverage Money Mind feature highlighting the from 2006 to 2011, as well as the benefits of employing ex-offenders. growing community support for the Leveraging on the pervasive qualities Yellow Ribbon Project (YRP). The win As a guardian of the SPS of social and digital media, CCRB continues to be a testament to SPS’ and Captains of Lives successfully reached out to a wider outstanding organisational excellence. (COLs) brands, CCRB audience while sustaining engagement with current fans. CCRB also invited Advancing SPS in 2013 maintained its track record online communities such as Singapore As CCRB strives to be an exceptional of leading the Instagram and Nike’s Team Fatbird corporate communications and to the Yellow Ribbon Community Art relations unit within the public service, communications Exhibition and Yellow Ribbon Prison strategies have been planned in four efforts of SPS in Run respectively for the first time, and focal areas. These include enabling 2012, and offered involved regional celebrity Stephanie SPS’ Captains of Lives (COLs) to Sun in garnering greater online support be effective communicators and comprehensive for the Yellow Ribbon Project. brand ambassadors, enhancing and support in building, safeguarding the corporate image , Enhanced Organisational and reputation of SPS and the COL maintaining Competency brands, developing CCRB officers’ and sustaining As a member of the SPS family, capabilities and creating a great the organisation’s CCRB highly prioritises its support place to work, and strengthening for the organisation’s operational SPS’ reputation through forging and reputation as an needs. This includes contributing to enhancing strategic relations with key exemplary prison institution. the expansion of SPS’ role in a more local and international stakeholders structured aftercare programme. As from the public and private sectors. the programme required additional These strategies will be implemented manpower, CCRB focused on working and further refined from FY2013 to with Recruitment Branch to enhance FY2015. During this time, CCRB’s SPS’ image as an employer of choice. main challenge is to ensure that the Outstanding prison staff were featured work remains relevant to the growth in interviews across popular media of SPS and to the changes in the field platforms to give potential recruits an of communications whilst continually indication of their career prospects in adding value to the work of other SPS. In addition to ground officers, staff and ground units. CCRB will SPS’ Head of Recruitment also gave continue to develop its work processes

ADVANCING THROUGHCARE TOGETHER 41 Provost Branch is an independent unit which reports directly to Deputy Director of Prisons/Chief-Of-Staff (DDP/COS). It safeguards public confidence in SPS by provost conducting independent, thorough and impartial investigations into complaints and allegations against Prison Officers and inmates. Provost Branch is also the branch staff authority on investigations conducted within the Department Core competencies of Provost Officers A good Provost Officer possesses 4 core competencies. They are evidence gathering, investigative thoroughness, investigative acumen and investigative safeguarding knowledge. These competencies are essential for a Provost Officer to discharge public his duties effectively.

confidence To ensure Provost Officers possess these 4 core competencies, Provost Branch has introduced a structured induction framework in 2012 for all its new Provost Officers. Under this framework, new Provost Officers will undergo a three-week Home Team Basic Investigators course conducted for all Home Team investigators before they are deployed for work duties. The new Provost Officer will also be assigned with a seasoned Provost Officer as his/her mentor to coach them in their investigative techniques.

Knowledge is Key A wise saying goes – To learn the future; one must study its history. In any investigation of disciplinary cases, there are always lessons to be learnt. To strengthen Provost Officers’ Jailcraft competencies, Provost Branch began the development of a knowledge management tool in 2012 to share key learning points with our ground officers. This would be a step up from the usual periodic broadcasts of case studies.

42 ADVANCING THROUGHCARE TOGETHER Units REVIEW

Provost Investigation Circle support Mr Chiam by building upon the the participants of the significance of The inaugural Provost Investigation strong foundation set by Mr Peck. the games played, and we reflected on Circle (PIC) was convened in 2012 for the importance of communication and all Prisons Provost Officers. Extending Hardware & Heartware teamwork in our daily work. over 1.5 days, the purpose of this Besides competencies and theories, a Investigation circle was to create an good Provost Officer must also be a As a team, Provost Branch is as strong avenue where all Provost Officers team player. To this end, Provost Branch as its individual members. Such team- could meet up to share best practices organised a major team-building event building events serve to remind us and attend a short training/course cum farewell for Mr Peck Tiang Hock in that the people in Provost Branch, ‘the relevant to their duties. For this PIC, 2012. heartware’, are as important as the guest speakers DSP Dominique and knowledge and competencies that we SSI Johnson from the Police Criminal The team-building event was held possess - ‘the hardware’. The Branch Investigation Department came and at City Beach Resort on 20 February will continually strive to work together shared on best practices for suspect 2012. A series of team bonding games as a team to ensure that inmates interviews. and activities ensued and it was a great remain in safe and secure custody, and time of solving puzzles, cracking clues, that any allegations against staff are Change of Leadership and running around the resort in the thoroughly investigated. In 2012, the leadership of Provost sun. A cooking competition was also Branch was handed over from Mr Peck held during lunch to pit our lesser- Tiang Hock to Mr Chiam Jia Fong. The known cooking skills against each Branch thanks Mr Peck for his excellent other. stewardship and wishes him all the best as he takes up office as AC Operations However, it was not all fun and no (Cluster C). The Branch will continue to reflection. The facilitators reminded

ADVANCING THROUGHCARE TOGETHER 43 Staff The Staff Inspectorate Branch (SIB) is the independent internal auditing arm within the Singapore Prison Service (SPS). It oversees the Department Audit Framework, Inspectorate providing internal auditing services to the Department by systematically auditing all high-risk operational systems and processes within the SPS and overseeing the branch various audits performed at Prison Headquarters, the Divisions and the Clusters. The SIB also oversees the regular updating of the Prison Standing Orders by various staff in the Department.

“Sentinels” of The SIB reports directly to the Deputy Director of Prisons/Chief-of-Staff (DDP/ COS) and presents its audit findings to DDP/COS on a quarterly basis. It’s the SPS Systems certainly not easy, but it’s all in a day’s work for these able and competent internal auditors from the SIB who serve as sentinels, guarding against potential risks and threats to the operational systems and processes of the Department.

2012 proved to be a watershed year for the SIB, with the implementation of a new Department Audit Framework. The SIB also took a significant step forward by having greater engagement with process owners in order to achieve better audit outcomes. Other remarkable achievements for this year were the formulation of the Staff Inspectorate Standing Orders (SISOs) and the enhancement of internal auditors’ expertise through tailor-made audit training.

THE NEW DEPARTMENT AUDIT FRAMEWORK The dynamic operating environment of the Department called for SIB to achieve greater effectiveness in its audit outcomes for the prevention of possible lapses. To meet this need, the SIB reviewed the framework in two broad areas – its structures

44 ADVANCING THROUGHCARE TOGETHER Units REVIEW

and processes – and the successful b. Quarterly System Review Steering the internal audit methodology, tools launch of the new audit framework in Committee Meeting (SRSC) and processes of the SIB to provide April 2012. guidelines for all its internal auditors. Divisional audit teams such as those The SISOs would help SIB enhance its The new framework enables all audit from the Corporate Service Division internal audit outcomes through the projects to be based on the SPS risk are deployed to audit specialised areas adoption and consistent application of matrix. As such, the internal audit according to the Department Audit best practices. procedures added greater value to Workplan. At the same time, high risk the risk management processes of operational processes are audited by BUILDING AUDITING EXPERTISE the Department. In addition, the internal auditors from SIB. The findings In 2012, the SIB focused on the framework provides for different of the divisional audit teams and SIB training and development of its reporting platforms for internal auditors auditors are reported for deliberation at internal auditors so that they would be from the SIB, Clusters, and Divisions the quarterly SRSC. The SRSC, chaired better able and equipped to support to surface their audit findings. The by DDP/COS, is attended by the the mission of the Department. The streamlining of the reporting structure various Cluster Commanders and the Institute of Internal Auditors Singapore for audit outcomes helps to expedite relevant Divisional Directors, together (IIAS) was also engaged to conduct a the resolution of audit issues as well with the process owners and subject 3-day customised training session in as facilitate prompt, proactive action matter experts. December 2012 at the Prison’s Lock in preventing potential lapses in and Key. The course provided our operations. The structure includes c. Annual Prison Audit Conference internal auditors with a basic grounding three features – a quarterly audit forum (PAC) in internal auditing standards and for the Clusters, a quarterly steering introduced them to various auditing committee meeting for system reviews, The annually held PAC, chaired by the techniques. and an annual audit conference for Director of Prisons, serves as a distinct SPS. forum to set strategic directions on THE ROAD AHEAD: LEVERAGING audit matters. The PAC reviews the ON INTERNATIONAL BEST a. Quarterly Cluster Audit Forum (CAF) overall progress of audit output for the PRACTICES previous year, sets the direction for the As the SPS ventures into unchartered The Cluster Security & Inspection (S Department Audit Workplan for the waters with its strategic thrusts, it is & I) units audit operational processes coming year and oversees the review of important that internal auditors are within their respective Clusters on a critical PSOs. adequately trained and adopt best quarterly basis, following which, the practices to ensure that quality audits audit findings are deliberated at their THE STAFF INSPECTORATE are conducted on the critical systems respective Cluster Audit Forums (CAF). STANDING ORDERS (SISO) and operational processes of the From there, unresolved issues would To prevent the loss of tacit audit Department. This would ensure not be raised at the Operations Division knowledge as a result of staff postings only the preemption of any potential Meeting. Where additional resources as well as staff retirement, the SIB failures in these various systems, but the are needed to address the weaknesses endeavoured to carry out its first-ever smooth running of those systems that identified, those unresolved findings formulation of SISOs from June to are so crucial to the achievement of the can be escalated to the System Review December 2012. The set of SISOs objectives of the Department. Steering Committee (SRSC). that were defined took into account

ADVANCING THROUGHCARE TOGETHER 45 Robust operational procedures are the cornerstone of the Singapore Prison operations Service (SPS). Without a safe and secure environment, progress in the area division of rehabilitation, including throughcare, would be greatly inhibited. Operations Division of the SPS oversees all aspects of operational procedures, including the day-to-day running of the prison, provision of medical services to offenders, contingency planning, and the charting of Laying the future policy directions. The year 2012 brought with it new challenges as Foundation the SPS prepared to embark on a new journey towards throughcare. for The Expansion of a Specialised Regime Following the successful pilot of the Psychiatric Housing Unit (PHU) Rehabilitation for offenders with medical disabilities (OMDs), plans are underway to extend such services to female offenders at the Changi Women’s Prison (CWP). Such offenders require specialised psychiatric treatment, necessitating collaboration between the SPS and partners, for their effective management. One such example was the collaborative stance adopted between the SPS and the Institute of Mental Health (IMH) in realising a holistic approach to dealing with offenders with special needs that incorporated elements of step-down care as well as aftercare.

The segregation of offenders with such needs signals a much needed step towards channelling appropriate resources to specific groups of inmates to better meet their needs and enhance the effectiveness of our rehabilitative efforts.

Enhancing Operational Readiness Operations Division continually reviews and updates contingency plans to ensure that prison officers are ready to respond to emergencies within

46 ADVANCING THROUGHCARE TOGETHER Units REVIEW our prison. Apart from conducting to be stored in an electronic database. regular contingency exercises to assess Because the EMR is accessible from most the operational readiness of the different computer terminals in Prison, this system institutions, the year 2012 saw the eliminates the need for manual recording formation of the Prison Negotiation Unit of inmates’ medical details and for (PNU). With the development of PNU, SPS transporting numerous physical records. succeeded in plugging a long-standing Secondly, the Automated Tablet Packing gap in its operational capabilities – dealing machine packs medication prescribed to with hostage situations. To disseminate the inmates into individual sachets based on knowledge acquired in this area, members what has been prescribed by the doctor. from the unit have actively shared their When medication is issued, important training experiences with other Prison details such as details of the inmate Officers through training platforms such and drugs dispensed are automatically as the Basic Officer’s Course (BOC) and captured in the EMR through a handheld officers’ In-Service Training (IST). scanner.

Working with our Stakeholders Preparing for Future Challenges As part of the Criminal Justice system, it The concerted move towards throughcare is important for the SPS to work together as a key component in the work of the with other stakeholders to provide for a SPS requires that the Operations Division safe and secure Singapore. One area of continually devise new policies and close collaboration is in the development procedures that are consistent with the of the Subordinate Courts’ new Integrated developments planned for the future. Criminal Case-filing and Management Presently, the Operations Division is heavily System (ICMS). The aim of the new ICMS involved in the reviewing of the existing is to create a paperless system in which remission system with a view to introduce documents will be electronically filed a conditional remission scheme. The and exchanged between the Subordinate Prison Regulations are also being reviewed Courts and other relevant parties such as concurrently. the SPS. The joint development work began in 2012 and is expected to be completed Operations Division continually seeks by end 2013. to strengthen existing structures, frameworks, and procedures to ensure Evolving Medical Care for that a strong foundation is built for the Offenders smooth implementation of rehabilitative The year 2012 also saw a new Medical programmes. With feet firmly planted in the Service Provider, Parkway-Shenton, taking foundation that is the security and safety of over the provision of medical services to the SPS environment, SPS can look forward offenders. The SPS acknowledges and to developing new and exciting initiatives appreciates the contributions of the Raffles for the future. Medical Group (RMG) during the 12 years in which it has provided SPS with medical services, and looks forward to a close and The Operations Division of the SPS oversees all fruitful working relationship with Parkway of operational procedures, including the Shenton. aspects day-to-day running of the prisons, Operations Division also leveraged on provision of to technology to improve the quality of medical services medical care provided to inmates. Firstly, offenders, contingency planning, the Electronic Medical Report (EMR) was and the charting of future policy directions. developed in 2012 to allow for all inmates’ medical records and prescription history

ADVANCING THROUGHCARE TOGETHER 47 As SPS embarks on a new leg of Throughcare journey, it is crucial for us staff to have the right workforce to help us progress towards our goal. Staff development Development Division (SDD)’s mandate is to (a) Recruit and retain the right staff, (b) Deepen and broaden staff’s competencies; and division (c) Build an engaged and resilient workforce.

2012 has been a remarkable year with some noteworthy achievements.

Walking Recruit & Retain the Right Staff Hand in Hand SDD stepped up its recruitment efforts in 2012 to attract passionate people to embark on the Throughcare journey with the organisation. with Staff to Achieve For a start, Recruitment Branch increased its outreach to potential Captains of Lives who were more technically and social media savvy by engaging Throughcare them via new topics and photographs posted on our Captains of Lives’ Facebook fanpage. The Branch also leveraged social media platforms to initiate a learning journey for students from tertiary institutions to visit Cluster A and SPEAR Base on 5 March 2012.

We next ran advertisements at bus shelters island-wide to generate interest in potential careers with SPS. We also leveraged on the mainstream media in our recruitment efforts. Several of our Prison Officers were featured in the newspapers, radio and television programmes such as 93.8 Live talkshow

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and Good Morning Singapore. Our staff training, the Training Curriculum publicity for 2012 ended on a high with Steering Committee (TCSC) was a feature in The New Paper depicting formed in February 2012. Chaired our Prison Officers’ experiences by the Deputy Director of Prisons and working with ex-offenders. These efforts comprising several Divisional Directors, paid off with an overwhelming 38% the TCSC oversees the training increase in job applicants - 352 new curriculum and various assessments of officers joining our cause! the Basic Officer Course (BOC) and other in-house milestone courses. Apart from recruiting the right people, SDD recognises the importance of Jailcraft continues to be the core skill rewarding officers for their hard work as that all prison officers need to be well- part of our strategy in retaining the right versed in. To ensure that officers are staff. Awards and incentives such as adequately equipped with such Jailcraft the Subsidiary Award, Healthy Lifestyle competencies, SDD, Operations Award and Director of Prisons Award Division and the TCSC reviewed the go a long way in boosting staff morale Jailcraft e-test for 2012. Three video and keeping them motivated. In 2012, case-studies by our very own trainers a record number of 560 officers were from the Prison Staff Training School awarded the Director of Prisons Award were introduced in the latest Jailcraft in recognition of their commendable e-test. This provided an assessment achievements. of Jailcraft application skills that were closer to reality. 2012 also saw a review of the Talent Management Scheme (TMS) that was Building an Engaged and implemented in 2007 to better groom Resilient Workforce identified young SPOs/HASEs and The nature of a prison officer’s work POs with high potential to hold key has become more complex and appointments and reach SPO ranks challenging over the years. Thus, respectively. Renamed the Enhanced resilience and engagement has Development Programme (EDP), become an increasingly important trait the programme promotes effective in ensuring that officers are able to career management for identified cope with and discharge their duties high potential Prison staff from all effectively while maintaining a healthy schemes of service. Promising staff in level of well-being. the graduate schemes will be groomed to become key appointment holders To engage our staff and play our part in in SPS, while POs/MSOs would be Corporate Social Responsibility (CSR), developed to reach SPO/HASE ranks. SDD coordinated various activities with This allows more SPS staff to gain our beneficiaries of 2012, the Metta greater exposure, and is especially School and the Green Movement. important as we venture into new areas beyond the prisons of the past. As the highlight of our CSR efforts for 2012, SDD organised the Metta Deepen & Broaden Staff School Volunteering project for the Competencies Department where we went beyond As a sign of SPS’ commitment towards offering care and assistance to our

ADVANCING THROUGHCARE TOGETHER 49 beneficiary. We embarked on an in appreciation of their guidance and inaugural journey to give the students support. The initiative was implemented an opportunity to showcase their to recognise exemplary coaches in our talents, to instil confidence in them and midst and encourage the sharing of to develop their life and social skills. good coaching practices in SPS. 33 Staff Well-Being Branch engaged the coaches were recognised, and good students as ‘teachers’ to our staff in a practices adopted by the recipients dance exercise and batik printing class of the CAI were shared with all staff as part of our Department’s Family via regular email broadcasts. As Academy Day. Besides encouraging the Department grows, coaches will healthy emotional well-being and family be playing a more pertinent role in volunteerism, the event also heightened imparting knowledge to and sharing staff’s awareness of the Metta School experiences with their colleagues. students and enhanced the students’ learning and developmental journey. As Robert Reich, the 22nd United States Secretary of Labour said, “Your most Coaching continues to be a key mode precious assets are not your financial of staff engagement in SPS. In 2012, assets. It is the people you have SDD initiated a series of broadcasts working there, and what they carry featuring light-hearted coaching tips around in their heads, and their ability in the form of comics and inspirational to work together.” With the commitment coaching stories from our SPS leaders. of every Captain of Lives, we will be The broadcasts served to remind staff of able to develop a professional and the importance and impact of coaching engaged workforce to take Prisons to on their work performance and in their the next level of Throughcare... and professional development. beyond!

The Coaching Appreciation Initiative (CAI) was also introduced in 2012 to allow staff to nominate their coaches

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With the commitment of every Captain of Lives, we will be able to develop a professional and engaged workforce to take Prisons to the next level of Throughcare... and beyond!

ADVANCING THROUGHCARE TOGETHER 51 2012 was an exciting year for Rehabilitation & Reintegration Division rehabilitation (RRD), as the Division worked hand-in-hand with both internal and external stakeholders, such as the Clusters, SCORE, and community and partners, to roll out new rehabilitation initiatives and strengthen existing ones. The efforts of the Division were aimed at building a seamless reintegration Throughcare system for offenders and breaking the revolving doors of incarceration. division Strengthening Aftercare Support Structures Youth offenders admitted to the Reformative Training Centre (RTC) often experience strained family relationships and various forms of family dysfunction. With this in mind, the Rekindle Throughcare Programme was building introduced to strengthen family bonds and establish a supportive family a seamless network through family reconciliation programmes during the Reformative Trainees’ (RTs) pre-release period; as well as to enhance their reintegration Throughcare through the provision of aftercare case management services to the RTs system and their families. First piloted in 2010 in collaboration with the North East Community Development Council (NECDC), the programme has since been expanded to include all the RTs and their families across all residential

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districts. The full scale implementation for these offenders. The period of including the number of programmes of the programme was completed in Enhanced Supervision would generally as well as spaces required for each April 2012. The programme is now be 12 months and is part of offenders’ Financial Year (FY). This allows the conducted by Fei Yue Community two-year supervision under the CNB. programme officers at the respective Services, and commences six months’ In addition to urine supervision by Clusters/institutions to use the prior to the RT’s Release-on Supervision the CNB, offenders under Enhanced directory as a reference and allow (ROS), where the RTs and their Supervision will be subjected to for a systematic selection of inmates families would be required to attend electronic monitoring with adherence for programmes. For FY2012, there workshops to address reintegration to curfew hours, and supported with was an increase of more than 50% in concerns. During the ROS phase, mandated casework and counselling. the number of planned programming caseworkers would work closely with the Caseworkers from the SPS are also spaces as compared to the total Reintegration Officers to provide case assigned to provide offenders with number of programming spaces utilised management and social assistance to guidance and referrals on employment in FY2011. In addition, the Programme the RTs and their families for up to six opportunities. Allocation Directory also facilitates the months. tracking of programme emplacement Enhancing Incare Programme at the Cluster level. RRD will continue Apart from youth offenders, another Coverage to track the programme utilisation group that is a cause of concern Apart from strengthening aftercare rate in the respective clusters over the is the Long Term imprisonment (LT) support structures, enhancing subsequent years. offenders. Between 2012 and 2014, programme coverage was also a about 3,000 LT offenders are expected priority for RRD in 2012. As the Faced with limited resources and to be released and about half of them number of programmes provided has manpower, RRD also explored ways are assessed to be at high risk of re- increased substantially over the years, a to leverage on technology in order to offending. This poses an immediate systematic allocation of programmes is enhance programme coverage. One concern for the safety and security of necessary to ensure effective allocation prime example would be the Mobile the community. of programming resources to different Evaluation System (MES) which was inmates based on the Risks-Needs- piloted at Institution A5 in 2012. During In November 2012, in collaboration Responsivity principles. the pilot, inmates were issued with with the CNB, the Enhanced self-help guides on drug abuse and Supervision for high-risk LT offenders In 2012, RRD implemented the were required to learn the information was implemented to provide a Programme Allocation Directory, which provided. Subsequently, the inmates structured form of aftercare with more serves to provide a comprehensive were tested on their knowledge through scaffolding and tighter supervision overview of all available programmes, the MES, which is comprised of a set of

ADVANCING THROUGHCARE TOGETHER 53 questions administered through tablet (PRC). With the majority of the PRC computers. Feedback from inmates who inmates being LT offenders with little participated in the pilot showed that or no family support, they often face the self-help booklets were informative difficulties with reintegrating back into and easy to read, and that the MES was society upon their release. Hence, in easy to navigate. collaboration with various community partners, RRD has matched volunteer With the positive feedback received, befrienders with offenders from the PRC RRD intends to further develop the MES to provide the latter with pro-social as it enables mass testing of inmates’ support through active engagement learning with minimal staff supervision, and positive peer support. requires less space for administration, and reduces security risks related to The Befriending Programme starts inmate movement. Furthermore, the during the offenders’ in-care phase at process encourages inmates to occupy the PRC and continues for six months a position of increased urgency in their after their release. During the in-care own rehabilitation process. phase, befrienders build rapport with the offenders and engage them through Community Collaboration – regular letter writing, telephone calls, Building from Strength to and individual interviews. Upon the Strength offenders’ release, befrienders will An effective Throughcare system continue to maintain and strengthen the would not be possible without the befriending relationship with offenders, support of our community partners. and refer them to community resources In 2012, RRD continued to expand and agencies where required. upon its community collaboration and engagement efforts. Another example of the continued expansion of community collaboration A new initiative in 2012 was the would be that of the Community introduction of the Befriending Outreach Project (COP). The COP Programme at the Pre-Release Centre is a collaborative effort between the

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Community Outreach Project

Sembawang GRC Pasir Ris-Punggol GRC Choa Chu Kang Holland Ang Mo Kio GRC Nee Soon GRC GRC Bukit Timah GRC Marsiling Punggol West Teck Ghee Woodlands Chong Pang Pasir Ris East Nanyang Zheng Hua Jalan Kayu Admiralty Nee Soon East Punggol East SMC Chua Chu Kang Ulu Pandan Kebun Baru Woodgrove Canberra Punggol South Bukit Gombak Cheng-San Seletar Sembawang Punggol North

West Coast GRC North Tampines GRC West Boon Lay Tampines West Ayer Rajah Tampines East Tampines Central North Tampines North East Tampines Changkat South Jurong GRC West South Central Bukit Batok East Taman Jurong Singapore Jurong Spring Aljunied GRC Yuhua SMC Jurong Central Kaki Bukit Bukit Batok East

Marine Parade GRC East Coast GRC Tanjong Pagar GRC Bishan- Moulmein Toa Payoh GRC Kallang GRC MacPherson Bedok Tanglin-Cairnhill Kembangan-Chai Chee Feng Shan Tanjong Pagar-Tiong Bahru Thomson Jalan Besar Geylang Serai Kampong Chai Chee Radin Mas SMC Toa Payoh East Moulmein Marine Parade Siglap Buona Vista Bishan North Kolam Ayer Potong Pasir SMC Changi Simei

Ministry of Home Affairs (MHA), the leaders and volunteers to share on their of the various rehabilitation initiatives Singapore Prison Service (SPS), the best practices and experiences from the implemented in recent years, and will Singapore Corporation of Rehabilitative project. Hosted by the Senior Minister work on the implementation of the Enterprises (SCORE), and participating of State, Mr Masagos Zulkifli, the event Mandatory Aftercare Scheme (MAS) grassroots divisions. Through the attracted a significant turnout of 243 as well as the recommendations under programme, grassroots volunteers visit participants (including seven grassroots the Task Force on Drugs. Working in the families of incarcerated offenders advisors). close collaboration with both internal and refer them to available avenues of and external stakeholders, we hope social assistance where required. Since Moving Forward to achieve the next milestone in our its launch in September 2010 with In 2013 and the years to come, RRD Throughcare journey. two grassroots divisions, the COP has will continue to build upon the strengths expanded to a total of 44 participating divisions, with a total pool of 390 trained grassroots volunteers as of end 2012. In addition, as of end 2012, Since its launch in September 2010 with two a total of 760 families have been grassroots divisions, the COP has expanded to a rendered assistance through the COP. total of 44 participating divisions, with a total To strengthen the branding of the COP, pool of the awareness of the Yellow Ribbon 390 trained grassroots Project (YRP) has been leveraged volunteers as of end 2012. In addition, as of on, with grassroots volunteers now taking on the role of “Yellow Ribbon end 2012, a total of 760 families have been Champions”. The inaugural COP rendered assistance through the COP. Networking cum Sharing Session was also held on 7 July 2012 for grassroots

ADVANCING THROUGHCARE TOGETHER 55 Corporate Services division

Advancing Throughcare – The Corporate Services Way

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2012 was a fulfilling year for the Facilities such as the Pre-Release Corporate Services (CS) Division, Prison, Secular Halfway House and seeing several major projects reach Community Supervision Centre will critical milestones. From getting greatly enhance the depth and scope projects approved and funded, to of SPS’s rehabilitation programmes, collaborating seamlessly with key especially in the area of aftercare. For stakeholders in ensuring their successful example, inmates that are sent to the implementation, the CS Division has Pre-Release Prison for the final months been committed to the advancement of of their sentence will go through an Throughcare and the provision of the intensive curriculum of counselling best support services to the Department. and vocational training daily. High-risk inmates will also be emplaced at the In 2012, several projects were Secular Halfway House, where they initiated that were instrumental in the will be assisted with job emplacement, Throughcare process. Projects such as provided with lodging, and undergo the construction of the Selarang Park further rehabilitation booster Complex (SPC), the development of programmes. the Interim Prison Case Management System (PCMS), the enhancement of the When the SPC is completed in 2017, Prison Operations and Rehabilitation it will also mark the consolidation of System (PORTS) and, not forgetting, the all SPS incarceration facilities in the preparation work for the rolling out of Changi district. The close proximity the inmate self-service kiosk (ikiosk). of all our facilities will bring about a These were key projects that were heightened synergy amongst staff and critical in the successful advancement enable a more efficient sharing of of Throughcare. resources.

Providing Solid Foundation Aftercare Case Management to Throughcare – The System – The Electronic Way Selarang Park Complex (SPC) With the implementation of the The SPC will be a major statement of Enhanced Supervision for inmates upon the SPS’s commitment to Throughcare. their release, there will be extensive A large amount of resources and effort engagement and collaboration has been invested into realising the involving our SPS officers and SPC, which will house unique, purpose- community partners from external built, step-down facilities that provide aftercare agencies. inmates with an environment optimal for their immersion in specialised This calls for a common application rehabilitation programmes, preparing platform or a system like the Prison them for the final steps in their transition Case Management System (PCMS) back to society. to support the various user groups

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Facilities such as the Pre-Release Prison, Secular Halfway House and Community Supervision Centre will greatly enhance the depth and scope of SPS’s rehabilitation programmes, especially in the area of aftercare.

involved in the rehabilitation of an throughout SPS, and because of these Centre, were also awarded the BCA offender during their aftercare. The initiatives we are now enjoying average Green Mark “Gold” Award and Green increased collaborative sharing of annual savings of $700,000. Of Mark Certificate respectively. relevant rehabilitative information course, aside from monetary savings, amongst SPS officers, caseworkers, our initiatives are aimed at conserving Not resting on our laurels, in 2013, and community partners will enable energy and reducing the impact our Prisons will be installing a second effective, “seamless” Throughcare for operations have on the environment. Photovoltic Solar Panel at the Transit our offenders. Clearly, we are moving in the right Centre. The system will supply 100Kwp direction, having won several awards of clean energy to the Transit Centre. The Greener Approach to and certifications from agencies such as For the Clusters, a new remote utilities Advancing Throughcare the BCA and the PUB over the years. monitoring system will be installed. The key to advancing throughcare lies Measures and initiatives will be put in a solid foundation that supports such In 2012, we continued to push for in place for a more efficient use of activities within the facilities. In SPS, we excellence in our green efforts and resources based on the data captured. believe that we can achieve our goals were duly rewarded with the BCA while conserving the environment – we Green Mark “Platinum Award” for believe in the “Green Approach”. the new Prison Headquarters; a first for a Department in the Ministry of Prisons has come a long way since we Home Affairs (MHA). Aside from the started our “Green” journey in 2008. new Prison Headquarters, the Cluster In just three short years, we have A Security Control Office (SCO) and implemented over 20 green initiatives Changing Room, as well as the Transit

ADVANCING THROUGHCARE TOGETHER 59 Intelligence is an integral part of prison operations. Intel Division (ID)’s intelligence structure of collection officers and analysts coupled with a systematic intelligence process has helped to pre-empt the occurrence of many incidents in prisons. The work of Intelligence, though often not noticeable, has on division numerous occasions shown to be critical in preventing and detecting illicit inmate activities in prisons. All these are attributed to the dedicated and tireless effort by HQ and ground Intelligence officers who gather relevant/ useful information and make sense of them every day. A Key Player that Supporting Prison Operations With timely and accurate intelligence, informed decisions can be made when contributes discrete and seemingly unrelated pieces of information are pieced together to a Safe & to form a picture. Therefore, sound intelligence serves as an important “line of defence” to warn us about what is to come, and prepare us to take the Secure prison necessary action to avert a crisis.

system Functioning as a Team On the ground, Intelligence Officers work very closely with the Housing Unit officers to ensure a high level of security within the Housing Units. The close cooperation and teamwork between Intelligence and HU staff has led to a more efficient running of the daily prison operations and better inmate management.

At a more strategic level, Intel Division monitors emerging or ongoing trends in tension indicators and inmate discipline within prisons to detail significant changes. Once sufficient information has been gathered to form an integrated situational picture, recommendations are made to Operations Division to support decision making.

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Intelligence Division has also continuously supported the of our Enhancing skills and training newly developing capabilities to enlisted Intelligence meet challenges to for In order to build a professional officers prepare them Intelligence division to meet today’s their eventual deployment to highly dynamic and complex operating the Housing Units. environment, we constantly ensure that all Intelligence staff are provided with required and relevant training regularly. Such training covers aspects of general development as well as specialised intelligence fields to better equip Intelligence Officers with relevant knowledge so that they can progressively take on greater responsibilities and challenges.

Throughout 2012, Intelligence Officers attended various relevant courses to meet the expanding scope or changing needs of their work. Some of these courses included specialised trainings conducted by our LEA counterparts and even the SAF Military Police Command. In addition, our officers also attended skill enhancement courses such as linguistics analysis and new software analysis trainings. In order to gain a broader perspective and understanding of our changing operating environment, Working hand-in-hand with One of our key contributions in the our staff also attended seminars our Home Team partners collaboration with the Home Team organised by the Centre of Excellence In today’s increasingly complex and counterparts is the sharing of vital for National Security and the Home dynamic environment, forging strategic information that aids their operations, Team Behavioural Sciences Centre and continuous alliances with key enforcement or investigative efforts. We (HTBSC). relevant partners and counterparts also regularly share profiles of releasing to leverage on different capabilities inmates who may pose a threat to ID has also continuously supported has become increasingly important public safety with other LEAs. Such the training of our newly enlisted in helping agencies address their information and collaboration will go Intelligence officers to prepare them key challenges. Recognising this a long way in forging strong teamwork for their eventual deployment to the importance, ID is committed to building amongst Home Team agencies and Housing Units. These new officers will strong ties with our fellow Home Team contribute to a safe and secure attend the Basic Intelligence Officers’ counterparts to support each other Singapore. Course at Prison Staff Training School and increase our overall capabilities. where they undergo specialised training This would be a “win-win” situation on field operations and collection for everyone and go a long way in and analysis of intelligence and vital strengthening the team spirit and information. identity of the Home Team.

ADVANCING THROUGHCARE TOGETHER 61 Strategic Planning Division (SPD) oversees the SPS’s strategic planning and strategic organisation development efforts to achieve a forward-looking organisation. This involves organising the annual Corporate Advance, retreats and other planning events in the corporate planning cycle, and facilitating the Department’s efforts in its journey of Organisational Excellence. SPD also monitors the Department’s workplan, statistical trends and key performance indicators via the Corporate division Dashboard.

Long-Term Strategy Development: Evolution of SPS Business Excellence Model achieving 2012 saw the review of SPS’s Business Framework which was first developed a forward in 2008. The review sought to integrate the new focus of our organisation and encapsulate the key strategies to move SPS towards meeting our strategic looking challenges in realising our vision and mission to create a safer Singapore. The organisation revised Business Framework also aimed to provide a holistic and integrated perspective of key aspects of our organisation such as our key business areas, various products and services delivered and our intended beneficiaries. It also encapsulates the key elements of the Business Excellence Model or Singapore Quality Award Framework promulgated by SPRING Singapore.

SPS GLOBAL LEADERSHIP As with previous years, SPD facilitated the planning of overseas study trips to enable SPS to learn from countries with established corrections systems. Trips to conferences such as last year’s United Nations & Far East Asia Institute (UNAFEI) 151st Training Course in Japan also allow us to share best-in-class practices as part of our capacity building efforts within the international corrections community.

SPD also continues to drive SPS’ involvement in international conferences and associations, namely the Asian and Pacific Conference of Correctional Administrators (APCCA) and the International Corrections and Prisons Association (ICPA) Conference.

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ADVANCING Throughcare included the Public Service Revised BUSINESS EXCELLENCE SPD facilitates the SPS’s efforts in Service Principles, No-Wrong-Door 2012 saw SPS successfully attaining the advancing Throughcare by ensuring Policy and Revised Minimum Service Singapore Quality Award (SQA) with that the workplans of Divisions, Clusters Standard. These were crafted based on Special Commendation. Spearheaded and Units are aligned to the relevant guidance from the PS21 office. by SPD, the organisational effort focal areas. This alignment allows involved precision planning and for proper allocation of resources to To improve the service standards at coordination to execute the 3-day site support the workplan implementation. the respective public touch-points, SPD assessment which took place from 3 to SPD also closely monitors the workplan completed three runs of customised 5 July 2012. As a result of everyone’s implementation progress to ensure that WDA-certified service training for our hard work, SPS managed to impress the SPS achieves its strategic objectives frontline staff. Moving forward, SPD is the assessors who were appreciative and performance outcomes. in the midst of reviewing the feedback of our efforts in making the 3-day management process to simplify and assessment a pleasant and memorable SPD also supports the department’s automate certain aspects of feedback experience for them. Indeed, the SQA Throughcare journey through our management. This initiative seeks with Special Commendation marks a involvement in the National Committee to allow for effective monitoring significant milestone in SPS’s pursuit for on Youth Guidance & Rehabilitation of feedback status and improve organisational excellence. (NYGR) Working Committee. SPD’s productivity associated with the tracking projects focus on upstream intervention of feedback. programmes for at-risk youths and rehabilitation of youth offenders. These INNOVATION EXCELLENCE initiatives are carried out in close SPD also continues to organise collaboration with key stakeholders monitoring and tracking activities such as the Ministry of Social & Family encompassing various levels of Development (MSF) and Ministry of engagement and involvement to Education (MOE). encourage SPS officers to constantly innovate and think of new and better COL STORIES solutions in all areas of work. Such As part of organisation development, activities include the 3i @ Weekly SPD oversees the ‘Captain of Lives’ Update Meeting, 3i @ Leadership (COL) Stories - a fortnightly feature Circle, 3i @ Director of Prisons’ Visit where our officers share their reflections, and 3i Forum. personal experiences and stories of their journey as COL. The COL SPD also guided and managed Stories not only garner commitment the organisation of the BE3i Fiesta and involvement among staff towards and participation in the National our Vision, Mission and Values, but Innovation and Quality Circles (NIQC) motivates and inspires staff through their Convention. In FY2013, SPD will be colleagues’ personal sharing. nominating SPS’s top-performing WITs teams to take part in an international NEW PUBLIC SERVICE (PS) 21 convention called the International SERVICE INITIATIVES Exposition on Team Excellence (IETEX). To align SPS with PS21 Service As the convention has teams competing Excellence Initiatives based on the from all over the world, the exposure Revised Service Principles of Citizen will provide valuable learning for the Centricity, Mutual Respect & Courtesy SPS team and allow them to benchmark and Shared Responsibility, SPD the quality of their WITs projects with implemented a series of initiatives which the best international WITs teams.

ADVANCING THROUGHCARE TOGETHER 63 Psychological and Correctional Rehabilitation division

Formed in 2012, the Psychological & Correctional Rehabilitation Division (PCRD) is the newest Division of SPS. Made up of Correctional Rehabilitation sowing seeds Specialists (CRS), Psychologists, and Research Officers, it is a product of the of change Department’s concerted efforts in the area of reducing offenders’ risk of re- offending and facilitating offenders’ reintegration into society so as to build a safer and more secure community. To this effect, the resources of PCRD are poured into five main focus areas of specialization: Research, Rehabilitation Evaluation, Correctional Psychological Services, Correctional Counselling Services, and Correctional Casework Services.

The Formation of PCRD The psychological and counselling components of the rehabilitation services of the SPS were existed as two different branches twelve years prior to the formation of PCRD. In 2009, both branches were merged to form the Psychological & Counselling Services Branch (PCS) under the Rehabilitation & Reintegration Division (RRD). Three years after, due to the changing landscape of rehabilitation work, such as the advent of Mandatory Aftercare and the expectancy of managing high risk offenders in the community, which called

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for more breadth and depth in the psychologists work behind the scenes scope of the specialists’ work in Prisons, to impact offenders’ journeys through PCRD was formed planning correctional rehabilitation, researching the latest evidence, Throughcare for High-Risk designing and developing programmes, Offenders and evaluating these programmes to With the implementation of the ensure their effectiveness. One product Mandatory Aftercare Scheme (MAS), of such collaboration is the Integrated the Ministry of Home Affairs (MHA), Criminogenic Programme (ICP) which in collaboration with SPS, hopes to was developed in 2011 and is currently advance Throughcare for offenders. It delivered at the PRC at Institution B4. is important that as a Division, PCRD’s work remains aligned to the vision of As offenders serve their sentence, they both MHA and SPS. As an offender may experience emotional distress as journeys through the system, from they adjust to the prison environment admission to aftercare, the unique and attempt to cope with personal roles that CRSs and psychologists play issues. CRSs and psychologists form contribute to his or her journey of part of the Inter-Disciplinary Teams change. In so doing, re-offending is at the Institutions, to discuss ways to reduced, and a safer and more secure engage and manage these inmates, community is developed. with the hope of reducing the incidence of problem behaviours. Like in group Admissions programmes, offenders learn coping After an inmate is sentenced, he goes skills that will not only be useful for through a Rehabilitation Classification the rest of their sentence but also for interview conducted by CRSs and their reintegrating into the community. Rehabilitation Classification Officers. A unique team that works primarily to They are trained in using assessment support the Housing Unit operations tools such as the Level of Service/ at PRC is the team of three CRSs Case Management Inventory to which offers specialist consultancy in determine each offender’s risk facilitating therapeutic processes to of re-offending, as well as their enhance PRC operations. criminogenic needs. Psychology-based treatment programmes targeting Aftercare these criminogenic needs are then Towards the end of their sentence, identified and charted in the inmate’s some offenders may be found eligible Personal Route Map. This is where the for emplacement on community-based Throughcare journey begins. programmes. Further rehabilitation components of PCRD, such as case The Treatment Phase management services, group-based Offenders are eligible to participate boosters, and individual counselling, in various programmes such as work, are extended to these offenders to studies, and psychology-based group facilitate their reintegration to the treatment programmes during the community. Besides the CRSs in CISB, treatment phase of their sentence. those in the Correctional Interventions CRSs and psychologists deliver these Branch (Cluster B) and the Reformative treatment programmes which target Trainee (RT) Interventions Team (Cluster criminogenic needs in order to A) also continue their rehabilitation reduce offenders’ risk of re-offending. efforts beyond prison walls. At the same time, other CRSs and

ADVANCING THROUGHCARE TOGETHER 65 Much like during incare, CRSs do not joint training sessions, and visits adapted for use by CISB for cultural work in isolation. They collaborate to community agencies. CRSs and relevance in a local context. Based on with Reintegration Officers to support psychologists also contribute to the the most current research suggesting offenders in meeting their reintegration body of evidence-based knowledge the importance of the offenders’ needs and managing risks present in by presenting their expertise at various relationship with officers, EPICS is the community. They also encourage local conferences. This includes their designed to be used during community positive behavioural change whilst sharing of scientific rehabilitation supervision to assist the CRSs and ensuring compliance to offenders’ knowledge with community partners prison officers in applying the principles supervision conditions. and volunteers in order to enhance the of effective intervention and core community’s aftercare capabilities. correctional practices in their work with The collaborative work PCRD offenders. participates in also extends beyond SPS Besides collaborating with local to community partners and agencies organisations, PCRD also collaborates Keeping the Spear Sharp to provide offenders with support, with international academic bodies As the various specialised branches opportunities, and resources for to develop its assessment tools in PCRD work together to provide change. This includes collaboration and rehabilitation capabilities. For correctional rehabilitation to with the Central Narcotics Bureau example, the community supervision offenders from incare to aftercare, (CNB) to enhance the supervision of tool, Effective Practices In Community the Professional Development and high-risk drug offenders. To improve Supervision (EPICS), which was Training Branch (PDTB) oversees such inter-agency collaborations, developed by the University of initiatives to help cultivate a cohesive PCRD organises networking events, Cincinnati, was piloted in SPS and working culture within the Division.

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Events such as division-wide retreats with the Police Psychological Services services in SPS. Working together with and learning circles are organised Division, they also jointly organize other Home Team agencies, the MR to encourage interaction amongst the Asian Conference of Criminal & also organises a joint Home Team the various branches and provide Operations Psychology as a platform CARE course to equip officers with the learning opportunities for staff to for the exchange of information in the necessary skills to respond in times of share specialised knowledge and field of law enforcement, criminal and crises or critical incidents. best practices. The PDTB also operations psychology, and behavioural oversees training needs to raise the sciences. Looking Forward competency of staff to bring them Though diverse, the scope of the work closer to becoming leading experts in The mission of Captains of Lives is a carried out by PCRD is directed towards correctional rehabilitation. challenging one. With this in mind, the the purpose of advancing Throughcare Mental Resilience (MR) unit looks into for offenders. The very reorganisation of In addition to training opportunities, the the resilience and well-being of the staff PCRD, and its operation as a Division, joint research conducted with the Home of SPS. It provides intervention services are directed by the greater mission Team Behavioural Sciences Centre not to build the resilience of all staff as and vision of SPS. The need to work only sharpens the research capabilities they play their part in steering offenders together with the other Divisions of SPS, of staff, but also serves to contribute to towards being responsible citizens. The as well as its community partners, in the formulation of coherent preventative services of the MR include organizing aligning PCRD with this mission and and rehabilitative strategies for the resilience training for staff and working vision is a necessary one. Together, we greater purpose of developing a safe closely with the Staff Well-Being hope to sow seeds of change. and more secure Singapore. Together Branch to deliver holistic staff support

ADVANCING THROUGHCARE TOGETHER 67 significant events in cluster A

Change of Command New SCO and staff facilities 29 Feb 2012 marked a significant April 2012 also saw the completion milestone in the history of Cluster A. of the new Security Control Office, Our incumbent Commander, Mr Koh Changing Room and Gymnasium at Tong Hai, handed over command to Mr Cluster A. The new Security Control K Chandra Kumar during the Change Office enabled Cluster A Operations Aof Command Ceremony witnessed by Branch to streamline operations for key officers and staff in A5 Auditorium. increased efficacy. The installation of Under Mr Koh’s leadership, Cluster the turnstiles and the Complex Access A had seen significant developments Management System (CAMS) further in operations, infrastructure design, enhanced security at Cluster A. rehabilitation programmes, and innovative practices. Mr Koh expressed The new Changing Room and his heartfelt appreciation to the officers gymnasium addressed several for their perseverance, dedication and concerns which arose when the drive in implementing various initiatives. previous changing room was sited He was also extremely grateful for the at the entrance to the CPC. In many hours and sacrifice by the officers designing this new facility, SPS also in supporting Cluster-level operations proved its commitment to conserve and events. the environment. The new 2-Storey Changing Room Facility in Cluster A Following the symbolic handover of has energy-saving features such as command from Mr Koh to Mr Chandra, dual technology Passive Infra Red (PIR) the incoming Commander spoke of his and Ultrasonic Occupancy sensors plans to contribute to the continuing to detect the presence of occupants development of Cluster A. He felt to control the activation of lights and that given the nature of prison work, fans. These environmentally-friendly genuine relationships among officers designs resulted in SPS receiving the is a key factor to a sustained success. BCA Green Mark Gold Award and PUB His main task was to contribute to Water Efficient Certificate in July 2012. the nurturing and nourishing of such relationships and he hoped he would live up to this duty through his words and deeds.

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ADVANCING THROUGHCARE TOGETHER 69 Making the Connection Bonding and Team Building Bonding and social get-together events were also organised at Cluster level to build community spirit. With the support of various working committees, officers participated in annual activities such as Bowling Challenge, Fruit Days, Commander’s Cup, Team Building Day, and Appreciation Lunch. Meanwhile, other officers exercised corporate social responsibility by volunteering their service at organisations such as Metta School and mangrove cleanup activities at Pasir Ris Park. We also successfully introduced centralised monthly Cluster-Level Active Hour Activities since September 2012. The programme thus far included visits to Gardens by the Bay, MacRitchie Tree-Top Walk and Brisk Walk @ CPC.

Engagement Commencing in April 2012, lunch dialogue sessions between Commander and various Cluster A officers were held twice a week. The intent of such sessions was to foster better relations among the officers, create opportunities for A generative conversations and provide a platform for the airing and addressing of operational and staff concerns.

During the National Day Observance Ceremony, Commander also shared with the officers the challenges facing the Public Sector, the need to do more with less, officers playing a greater role in aftercare and his vision of Cluster A as a community. The highlight of the event was a video which provided the audience with a glimpse of the facilities to help address some of the existing deficits.

During the September 2012 In-Service Training, Commander related his work experience and drew reference to Jailcraft principles which brought the concepts alive for our staff. Cluster SD took the cue and shared with our officers about ‘Motivating Others To Take Action’ in November 2012 while ‘The 5 Languages of Appreciation at the Workplace’ was the feature in December 2012.

Not A Run Of The Mill Now into its second year of operations, the Psychiatric Housing Unit (PHU) is a collaboration between SPS and Institute of Mental Health (IMH).PHU was piloted in 2011 to manage Offenders with Mental Disabilities (OMDs) and facilitate their reintegration into mainstream prison population and eventually into the community.

70 ADVANCING THROUGHCARE TOGETHER Units REVIEW

As a centralized facility that manages welfare of the OMDs and we care for the RTs came as a challenge to some OMDs to minimise disruption to them and empathise with their current A5 officers who had no prior experience mainstream prisons operations, PHU’s state of mind and behaviour. This in handling young offenders, smooth core objectives include addressing has become the common philosophy operations were made possible due to the psychiatric needs of OMDs and guiding how the staff operate here, and the assistance and support of A4 RTS preparing them for reintegration. With these OMDs appreciate our efforts.” officers who generously imparted their its less restrictive environment with skills and knowledge. focus on Multi-Disciplinary approach Step Out to OMD management by a team of In January 2012, A5 HU1 was selected OCHU1 ASP2 Neo Aik Wee: Prison Officers, psychologists, and to set up a SS Low Risk Dayroom for the “Managing the RTs came as a IMH personnel, PHU has benefited segregation and housing of Reformative challenge to the HU1 officers, many close to 110 inmates. The results echo Trainees (RTs) who have minimal or no of whom had no prior experience in in positive treatment responses, and SS affiliations, or are no longer involved handling young offenders. We were a significant reduction of institutional in SS activities. able to overcome it by working together offences by OMDs. Besides psychiatric as a team with the assistance of the A4 treatment, they attend occupational To prepare for the re-location of the RTC officers and the support of the A5 therapy, nursing classes and individual selected RTs from A4 RTC to A5, A5 management.” counselling. OMDs learn basic skills staff had to go for On-job-Training like maintaining personal hygiene, at A4 RTC to better understand their With the officers in Cluster A working communication skills and how to routine and programmes. Cluster A together as a team to share information manage their mental illnesses. Programme Branch was also involved and knowledge in the management of in coming up with a list of programmes inmates, and innovate to resolve issues, The establishment of PHU is another to be made available in A5 to cater for Cluster A is better able to meet the milestone in SPS’s onward journey this group of RTs. challenges of Throughcare in the future. towards enhancing the management of such offenders. As of January 2013, there are a total of 34 RTs in A5 (14 of them have gone to OC PHU DSP1 Ronald Pang: “In PHU, study at TMP while 3 are Released on staff have genuine concern over the Supervision (ROS). Although managing

ADVANCING THROUGHCARE TOGETHER 71 significant events in cluster b

From admission to release, Cluster B as well as help relieve overcrowding is the first and last stop for any inmate in Institution B2 when daily new when he is incarcerated. From up- admissions streamed in. Institution B3 streaming of the admission process at also had to make arrangements for Subordinate Court Lock Up (SCLU) to escorts of these remandees to PLCC initiatives to better manage offenders for visits as remanded prisoners can and the setting up the Pre-Release receive multiple visits each week. bCentre at B4; 2012 has truly been a Together as a team, Institution B2, year of change for Cluster B. Institution B3, Cluster B Registry and PLCC were versatile in re-designing Up-streaming of Inmate their work processes and adapting to Admission Processes changes in their routines to manage With the setting up of SCLU in the overflow of remand population December 2010 to manage lock-up to Institution B3. Thankfully, the persons in custody at Subordinate remand situation has returned to a Courts, Cluster B Registry has leveraged more manageable level with the last on this new capability to upstream remandee transferred out of Institution some of Cluster B’s inmate admission B3 in August 2012. With the new processes at SCLU in July 2012. This experience of managing remandees in allows a shorter admission processing Institution B3 for 10 months, Cluster time and increases the efficiency of B’s capability to manage an overflow Cluster B Registry. of remandees from Institution B2 has been enhanced. Managing Increase in Remandee Population Managing Inmates with The remand population in Institution B2 Violent Tendencies has been steadily increasing over the Preventing prison violence and last few years, hitting a high of 1480 in managing inmates with violent April 2012. To manage the increase in antecedents is one of the key remand population, Institution B3 was challenges for our colleagues in temporarily activated to house up to Institution B1. Our psychologists about 450 remandees within Housing from Psychological & Correctional Units 2 and 3. During this period, Rehabilitation Division currently remandees had to be transferred conduct the Manalive Programme between Institutions B2 and B3 daily targeted at inmates with violent to facilitate inmate court movement tendencies. In addition, Institution B1

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ADVANCING THROUGHCARE TOGETHER 73 initiated the Art Therapy Programme adjust to prison regime and life behind for the Buddhist inmates on 24 April for inmates with depression or bars. Four subject modules comprising 2012 and the second by another problems in anger management in Stress management, Self-Control, distinguished guest, Mufti of Singapore Jan 2012. Art Therapy makes use of Managing Interpersonal relationships Dr Mohamed Fatris Bakaram on 22 the creative process of art to enhance and Reintegration to Society were Aug 2012 for the Muslim inmates. the physical, mental and emotional delivered weekly to different batches Both speakers exhorted the inmates well-being of individuals of all ages, of inmates by Personal Supervisors in engaging talks which drew periodic providing an outlet for participants and Housing Unit officers in B5. It is laughter from the crowd. to express negative emotions such as the hope of the officers that through stress and anger in a safe way through such purposeful interactions with the Cluster B is grateful for the volunteers art forms like drawing, painting and first timers, their resolve to make their who have tirelessly supported us in our sculpting. With guidance from Ms current imprisonment stay their last rehabilitation and reintegration efforts. Laurence Vandenbore, our volunteer would be strengthened. As a token of appreciation, a Cluster Art Therapist, participants draw or paint B Volunteer Appreciation Luncheon with different colours and forms (e.g. Community Collaboration cum Dialogue was organised on 20 using red to represent anger) to express Recognising the importance of October 2012. The volunteers were their negative feelings and emotions.. enhancing the motivation of our treated to heartwarming performances offenders and meeting their religious by inmates and the session ended Through sharing the emotions behind counselling needs, Cluster B actively with a fruitful dialogue and exchange their artworks, the participants are engages volunteers and our community of suggestions between Cluster B guided by Ms Vandenbore on how to partners in our rehabilitation efforts. Management and the volunteers. bdeal with their negative emotions in a There are currently 530 active non-violent manner. Having learned volunteers in Cluster B. Pre-Release Centre (PRC) how to manage their negative feelings Previously, all penal inmates regardless and emotions, they then tear up their In 2012, 2 motivational talks by of their risk of re-offending levels paintings as a symbolic action of religious organisations were conducted. undergo a standardised pre-release overcoming their negative feelings The first was conducted by the programme at the tail-end of their and emotions. Participants then re- distinguished Venerable Xiang Yang, sentence. In April 2012, a new initiative draw their art piece, but this time, Chairman of Inter-Religious committee known as the Pre-Release Centre illustrating the positive emotions they of Singapore Buddhist Federation would like to achieve instead. Through this therapeutic exercise, inmates will practise how to deal with their negative emotions in a non-violent and positive manner.

Preventing Contamination To enhance security and prevent undesirable influences of first timers from repeat offenders in prison, short sentence and long sentenced first timers were housed together in Institution B5, HU2. Comprising both penal and drug rehabilitation inmates, there are currently about 560 first timers in B5.

Institution B5 also initiated Regime For Offenders’ Rehabilitation and Management (Re.F.O.R.M) regime in April 2012 to help these first timers

74 ADVANCING THROUGHCARE TOGETHER Units REVIEW

(PRC) was initiated in B4. The PRC aims to prepare inmates with a high risk of re-offending for reintegration and focuses on addressing their criminogenic risks, enhancing their employability and building up family and pro-social networks to support reintegration. Inmates enter a transformative environment where they progress through 3 phases (Rehab, Renew, Restart) which are centred upon 5 core values, Responsibility, Hope, Perseverance, Honesty, and Respect.

Recognising the importance of enhancing the motivation of our offenders and meeting their religious counselling needs, Cluster B actively engages volunteers and our community partners in our rehabilitation efforts.

ADVANCING THROUGHCARE TOGETHER 75 significant events in cluster c

Cluster C is unique. We are the offenders, CWP introduced several only cluster with a diverse range of notable programmes in 2012. These prisoners ranging from Short-Sentence programmes included the Inside-Out foreigners to women prisoners Gem Beauty Course, Drama Course, to inmates on community based and Basic Graphic Design. They were programmes. Besides, we operate the aimed at helping female offenders only Prison School, Women’s Prison and internalise good personal and social Community Supervision Centre in the values, and be equipped with the cDepartment. relevant vocational skills. 2012 was an exciting year where, apart The Inside-Out Gem Beauty Course from taking on new operational and was introduced to engage women programming challenges, we took time in the attitudinal aspects of Life & to explore new ways of improving the Womanhood including the element of quality of our institutions. Work-Skill in the Beauty Industry. The trainers provided guidelines to help AWP- House of innovation and participants identify their challenges creativity in life, grasp principles of self-worth AWP won the Best Unit Award for and self-esteem to enable them to the second time in 2012. While move forward with positive self-belief. ensuring that its officers are always At the same time, this course allowed operationally ready, AWP has also the participants to gain skills for proven that it has the most creative employment in the future. officers in SPS by capturing 11 awards for the Staff Suggestion Scheme The Thinking Theatre conducted a (SSS) and Workplace Improvement Drama Course in June 2012 for Teams(WITs) at the BE 3I Fiesta on participants to understand and practice 16th May 2012. Besides, it was the values such as respect, responsibility, only institution nominated to represent and teamwork. In working towards SPS at the International Exposition on performance pieces, the group Team Excellence (IETEX) Convention at increased their proficiency in written Resorts World Sentosa on 27 – 28 Jun and spoken English, as well as 2012. developed literary work such as stories, plays and comic strips for publication in Changi Women’s Prison (CWP)- CWP or after their release. Catering to Special Needs Recognizing the special requirements and programmes required by female

76 ADVANCING THROUGHCARE TOGETHER Units REVIEW

Cluster C is unique. We are the only cluster with a diverse range of prisoners ranging from Short-Sentence foreigners to women prisoners to inmates on community based programmes. Besides, we operate the only Prison School, Women’s Prison and Community Supervision Centre in the Department.

ADVANCING THROUGHCARE TOGETHER 77 TMP- Newest Kid on the block Recognising the need for incorporating character building into the existing prison school framework, former Commander Cluster C, Mr K Chandra Kumar, mooted the idea of developing a set of values which would aid in students’ character building. This proposed framework would encompass a clear set of values such that prison officers, teachers and volunteers would be able to speak the same language to the inmates.

After a series of focus group discussions with stakeholders, STARR values were launched at TMP in December 2012. STARR stands for Self-Discipline, Tenacity, Aspiration, Respect and Responsibility. Each value comes with a set of desired behaviours corresponding cto regular activities which TMP students undergo.

The values were incorporated into the curriculum through Assembly Talks, Enrichment Activities and Classroom Teaching. Through these values, we hope that each student in TMP would inculcate and demonstrate them in their daily lives.

Selarang Park Community Supervision Centre – Innovating to Manage Inmates in the Community As the only institution that works with inmates in the community, SPCSC is constantly “sharpening its saw” to meet the ever-changing needs of offenders in the community.

Operational Innovation One of the key milestones SPCSC achieved in 2012 was the deployment of the saliva test kit. Where inmates reporting to SPCSC for urine supervision are unable to provide urine samples, the saliva test kit serves as a versatile tool to sample the saliva of

78 ADVANCING THROUGHCARE TOGETHER Units REVIEW

inmates and screen them for common drugs. This ensures that the element of supervision and surveillance in managing inmates in the community remains uncompromised.

In addition, the Day Reporting Order (DRO) Unit collaborated with external vendors to design Self Registration Kiosks which streamline work processes and ensure the efficient tracking of offenders’ attendance. This earned the team the Director’s Team Testimonial Award 2012 for displaying high standard of work performance and good teamwork.

Rehabilitation Efforts The DRO Unit also designed an interactive board game to help supervisees gain awareness of their thinking errors. Since its inception, the game board has been patented and successfully used by the counsellors in their sessions with their supervisees.

The Enhanced Supervision for Long Term Imprisonment (LT) offenders with higher risks was also introduced in November 2012. Upon their release from prisons, high-risk LT supervisees undergo mandatory counselling, electronic monitoring, and are subjected to curfews. These measures run concurrently with their 2-year CNB urine supervision.

Conclusion 2012 has been a busy but meaningful year for Cluster C. As we prepared for yet another busy year ahead, the Cluster C staff gathered together for our Annual Appreciation Night at Lock & Key. As we looked back on the achievements of 2012, we were heartened and committed to continue to strive to advance throughcare together in the coming year.

ADVANCING THROUGHCARE TOGETHER 79 Enhancing Operations and Security operations Established on 23 Apr 2012, the Operations and Security Command (OSC) falls under the command of the Operations and security Division of the Singapore Prison Service (SPS). Led by Commander, AC Chiew Hock Meng, the OSC oversees and manages the facilities and services common across the Changi command Prison Complex (CPC). He is supported by the Commanding Officer of the SPEAR Force, the Head of the Prison Negotiation Unit, and four Assistant Commanders who oversee the line functions of Prison External Operations Prison Link Centres CPC Security Staff Development & Corporate Services Prison Negotiation Unit

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SPEAR Force the Subordinate Courts Lock-Up from The core functions of the SPEAR Force the Singapore Police Force on 31 are to respond to prison contingencies, October 2011. perform high-risk escort duties, and be the quality controller for the core The SCLU concept of operations is tactical skills and official caners of the divided into two components - escorting Department. functions and lock-up operations. The Escort Team, which comprises a mix of From 19 to 23 March 2012, the SPEAR Prison Officers and AETOS Auxiliary Force organized the Asian Prisons Police Officers, is tasked with escorting Lockdown Challenge (APLC) 2012. Persons-In-Custody (PICs) from the The APLC is a biennial event held Changi Prison Complex (CPC), medical for the purpose of testing the tactical institutions, and the Changi General skills of the participants, promoting a Hospital (CGH) to the SCLU. sharing culture, fostering friendships, and building strong bonds within the The Lock-Up Team reports to the correctional community. Subordinate Courts Lock-Up to receive PICs from penal institutions and Law The APLC 2012 was attended by Enforcement Agencies and arrange for correctional professionals from seven their attendance at scheduled court countries, with a total of nine teams mentions. The PICs are subsequently from Brunei, Hong Kong, Macau, managed and handed over to the Singapore, and Tasmania competing respective Law Enforcement Agencies in the grueling competitions over three or medical institutions. Alternatively, the days. Correctional representatives from team might be required to ferry PICs Guang Dong and South Korea were from Subordinate Courts Lock-Up back also present to witness the various to the CPC. components of the competition in anticipation of their participation The takeover of SCLU has given SPS in future APLCs. In addition to the an invaluable experience in both competitions, there was an exhibition extending its custodial functions beyond showcasing a variety of tactical CPC premises and reinforcing its equipment and tactical demonstrations collaborative relationship with various put up by the various participating Law Enforcement Agencies (LEAs) and o teams. the judicial system.

The event culminated on the fifth day Complex Escort Unit with the awards ceremony, where the With the establishment of Operations team representing Hong Kong was and Security Command (OSC), the awarded first place. Both SPEAR teams, escort pool of Cluster A and Cluster Team 1 and Team 2, followed closely B was reorganized to form the behind as first and second runners-up. Complex Escort Unit (CEU) to support the increasing demand for external Prison External Operations inmate escorts from Clusters A and Subordinate Courts Lock-Up Unit B. The reorganization entailed the The Subordinate Courts Lock-Up Unit reengineering of processes between (SCLU) took over the guardianship of the escort pools, including the

ADVANCING THROUGHCARE TOGETHER 81 standardization of escort procedures, strengthening of external escort capabilities, and enhancement of core skills to ensure escort functions were carried out tactically and proficiently.

Since its inception, CEU has achieved noteworthy goals, the benefits of which can already be seen. They include working with hospitals to facilitate the movement of inmates within them as well as devising methods to minimize the external movement of inmates. For instance, instead of the previous practice of escorting inmates to Tuberculosis Control Unit (TBCU), the medical staff from TBCU are now brought to CPC instead. The “Just-In-Time” method employed in collaboration with Changi General Hospital (CGH) is another example of improved processes to ensure the timely arrival of PICs for their medical appointments in order to minimize their exposure to the public.

Prison Secured Ward The Prison Secured Ward (PSW) is a comprehensive and dedicated security ward located in Changi General Hospital (CGH). It houses PICs of SPS and other Law Enforcement Agencies (LEAs), including the Singapore Police Force (SPF), Internal Security Department (ISD), Immigration & Checkpoints Authority (ICA), Singapore Civil Defence Force (SCDF) and Ministry of Defence (MINDEF).

In recent years, the PSW underwent major restructuring to accommodate an increase in the number of bed spaces required, as well as to enhance its operating capabilities. The latter included the introduction of the Integrated Security System (ISS) to optimize surveillance and manpower deployment, the building of a Security

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CEU is currently embarking on several initiatives to enhance its operational capabilities. These include collaborating with the SPEAR Force to reinforce CEU officers’ tactical know- how through ensuring officers posses Control Office (SCO) at the entrance their needs following the incarceration key tactical of the PSW to verify the movement of a loved one. of the PICs in and out of the PSW, skills and receive the issuance of security equipment Changi Prison Complex training on the use of new to officers, and the installation of Security equipment. reinforced walls and wire-mesh The Changi Prison Complex (CPC) above ceiling. Facilities such as video Security Unit manages the perimeter conferencing for court hearings and security of the complex, preventing interview rooms were also introduced to all unauthorised entry or exit of the minimize external movements. premises. All personnel seeking entry and accessible only via the individual into the complex require verification Integrated Security Systems (ISS) at Prison Link Centres through a fingerprint biometric various locations (e.g. Cluster A, The Prison Link Centres (PLCs) play a verification system at either the Cluster B, CME, and TC) which ran on crucial role in the overall rehabilitation Complex Main Entrance (CME) or the separate networks. and reintegration of inmates. Visits Transit Centre (TC). This is to ensure have always been an important that only authorised personnel enter As the outermost line of security for the component in facilitating the fostering and exit the complex. complex, the CPC Security unit can and maintenance of close bonds and now rely on CAMS to provide critical emotional ties between inmates and In February 2012, a new Complex information to assist in managing the their loved ones. These relationships Access Management System (CAMS) daily influx of personnel into the CPC. provide inmates with motivation and was commissioned and implemented support upon their release. for the CPC, providing a centralized Looking ahead, OSC will continue platform to extract, consolidate, and to improve and streamline its various Apart from inmate visitation, the PLC present personnel identity as well as processes to ensure that security in serves inmates’ families and friends access control information in near SPS is not compromised and is further through its close collaboration with two real-time. This is done through the strengthened to support SPS’ journey PLC-based Family Resource Centres displaying of approved locations and towards Throughcare. (FRCs). Over the years, the FRCs have movement details of personnel within been successful in helping many such CPC using a single monitor. Such families who have difficulty meeting information was previously isolated

ADVANCING THROUGHCARE TOGETHER 83

statistic / almanac Achieving together

ADVANCING Statistics Convicted Penal Population

GENDER

Total Convicted Total Convicted Total Convicted Penal Population 11,154 Penal Population 10,028 Penal Population 9,901

998 837 824 10,156 9,191 9,077

2010 2011 2012

Male Female

AGE GROUP

4000

3500 3,279 3,248 3,071 3,101 3000 2,714

2500 2,515 2,206

2000 1,956 1,825 1,744 1,673 1,658 1500

1000 546

500 413 344 312 261 217

0

<21 21-30 31-40 41-50 51-60 >60

2010 2011 2012

86 ADVANCING THROUGHCARE TOGETHER education level1

6000 5,415 4,849 4,785

4500 4,442 4,032 3,924

3000

1500 670 612 619 295 282 258 173 172 123 135 154 143 0

No Education Primary Secondary Pre - U Vocational Tertiary & Above

2010 2011 2012

main offence group2 6,287 6,061 6,230 6000

4500

3000 1,745 1,685 1,271 1500 1,406 742 694 598 569 543 503 475 295 292 282 243 211 215 191 182 171 48 55 N . A N . A 32 57 0 N . A Crimes Property Commercial Drug Immigration Crimes Custom Crimes Under Traffic Other Against Person Crimes Crimes Offences Offences Against Public Offences Women’s Offences Offences3 Order Charter

2010 2011 2012 1 As declared by inmates upon admission. 2 Inmates are tracked based on index (most serious) offence only. The difference in some of the offence groups is due to an internal offence re-grouping exercise conducted in 2011 to classify individual offences into nine new main offence groups. 3 Examples of “Other Offences” include National Registration Offences, National Service Related Offences, Telecommunication & Computer related Offences.

ADVANCING THROUGHCARE TOGETHER 87 Convicted Penal ADMISSIONS

GENDER

Total Convicted Total Convicted Total Convicted Penal Admissions 15,691 Penal Admissions 12,614 Penal Admissions 12,530

3,033 2,266 2,183 12,658 10,348 10,347

2010 2011 2012

Male Female

AGE GROUP4 5,066 5000 4,465

4000 3,899 3,718 3,481 3,471 3500 3,360

3000 2,900 2,780

2500

2000 1,576 1,549

1500 1,391

1000 960 736 575

500 327 291 290

0

<21 21-30 31-40 41-50 51-60 >60

2010 2011 2012

88 ADVANCING THROUGHCARE TOGETHER education level5

8000 7,437

7000 6,109

6000 5,815 5,903

5000 4,983 4,619

4000

3000

2000

1000 610 712 697 568 666 580 466 402 351 325 287 305 0

No Education Primary Secondary Pre - U Vocational Tertiary & Above

2010 2011 2012

main offence group6

5000 4,641

4000 3,933

3000 2,828 2,645 2,472 2,408 2,237 2,237 2000 1,878 1,742 1,483 1,322 1,178 1,012 932 850 1000 892 766 768 725 751 668 597 678 812 250 130 N . A N . A 0 N . A Crimes Property Commercial Drug Immigration Crimes Custom Crimes Under Traffic Other Against Person Crimes Crimes Offences Offences Against Public Offences Women’s Offences Offences7 Order Charter

2010 2011 2012 4 Age as at admission 5 As declared by inmates upon admission. 6 Inmates are tracked based on index (most serious) offence only. The difference in some of the offence groups is due to an internal offence re-grouping exercise conducted in 2011 to classify individual offences into nine new main offence groups. 7 Examples of “Other Offences” include National Registration Offences, National Service Related Offences, Telecommunication & Computer related Offences.

ADVANCING THROUGHCARE TOGETHER 89 Remand population

GENDER

Total Remand Total Remand Total Remand Population 933 Population 1,247 Population 1,100

108 113 126 825 1,114 974

2010 2011 2012

Male Female

AGE GROUP

400

350 348 314 310 292 300 292 267 260

250 249 208

200 191 156 150 104 100 86 81 59 50 23 21 19

0

<21 21-30 31-40 41-50 51-60 >60

2010 2011 2012

90 ADVANCING THROUGHCARE TOGETHER education level8 612 600 564

500 486 469

400 366 319

300

200

100 77 70 60 49 46 29 27 26 24 23 17 16 0

No Education Primary Secondary Pre - U Vocational Tertiary & Above

2010 2011 2012

main offence group9

800 714 700

600 578

500

400 369

300

200 199 177 157 144 130 106 99

100 87 71 70 63 62 47 34 26 25 27 27 24 12 12 9 7 N . A 4 N . A 0 N . A Crimes Property Commercial Drug Immigration Crimes Custom Crimes Under Traffic Other Against Person Crimes Crimes Offences Offences Against Public Offences Women’s Offences Offences10 Order Charter

2010 2011 2012 8 As declared by inmates upon admission. 9 Inmates are tracked based on index (most serious) offence only. The difference in some of the offence groups is due to an internal offence re-grouping exercise conducted in 2011 to classify individual offences into nine new main offence groups. 10 Examples of “Other Offences” include National Registration Offences, National Service Related Offences, Telecommunication & Computer related Offences.

ADVANCING THROUGHCARE TOGETHER 91 drc11 population

GENDER

Total DRC Total DRC Total DRC Population 765 Population 1,280 Population 1,503

143 224 278 622 1,056 1,225

2010 2011 2012

Male Female

AGE GROUP

600 591 505 500

400 363

300 288 250 257 213 201 200 155 153 134 130 125

100 68 65 22 21 7 0

<21 21-30 31-40 41-50 51-60 >60

2010 2011 2012

92 ADVANCING THROUGHCARE TOGETHER education level12 847

800 743

700

600

500 442

400 384 350

300 210 200 168 113

100 58 63 49 26 20 29 13 12 11 10 0

No Education Primary Secondary Pre - U Vocational Tertiary & Above

2010 2011 2012 11 DRC Regime is meant for local inmates only. 12 As declared by inmates upon admission.

ADVANCING THROUGHCARE TOGETHER 93 drc Admissions

GENDER

Total DRC Total DRC Total DRC Admissions 688 Admissions 1,231 Admissions 1,384

134 225 266 554 1,006 1,118

2010 2011 2012

Male Female

AGE GROUP13

600 556 510 500

400 326

300 253 238 209 200 188 184 150 142 142 132 114 100 69 19 16 48 7 0

<21 21-30 31-40 41-50 51-60 >60

2010 2011 2012

94 ADVANCING THROUGHCARE TOGETHER education level14

800 783 720 700

600

500

400 404 342 322 300

200 179 158 116 100 58 53 51 28 26 22 12 10 10 0 9

No Education Primary Secondary Pre - U Vocational Tertiary & Above

2010 2011 2012

cONVICTED PENAL RELEASES

GENDER

Total Convicted Total Convicted Total Convicted Penal Releases 15,867 Penal Releases 13,726 Penal Releases 12,818

3,039 2,431 2,198 12,828 11,295 10,620

2010 2011 2012

Male Female

13 Age as at admission 14 As declared by inmates upon admission.

ADVANCING THROUGHCARE TOGETHER 95 drc RELEASES

GENDER

Total DRC Total DRC Total DRC Releases 512 Releases 705 Releases 1,152

103 141 214 409 564 938

2010 2011 2012

Male Female

Number of capital executions

Total in 2010 0 Total in 2011 4 Total in 2012 0

2 0 2 0

2010 2011 2012

Murder Firerarms Drug

96 ADVANCING THROUGHCARE TOGETHER Major incidents 37.1 33.4

30 29.4

25

20

15

10

5 N . A 0 N . A N . A

Escape Rate per 10,000 Assault Rate15 per 10,000

FY2010 FY2011 FY2012

recidivism rates16 30.5% 30 27.3% 27.1% 27.5% 27.1% 26.7% 26.7%

25% 30 23.6% 23.3%

20%25

20 15%

15

10%

10

5% 5

0

Overall Penal DRC

Release Cohort 2008 Release Cohort 2009 Release Cohort 2010

15 The assault rate refers to assault cases perpetrated by inmates who are charged under aggravated prison offences. Such cases would include any attack by inmates on prisons officers, or assaults by inmates on fellow inmates in which serious injuries are sustained by the victim(s). 16 Recidivism Rate is defined as the percentage of local inmates detained, convicted and imprisoned again for a new offence within two years from their release.

ADVANCING THROUGHCARE TOGETHER 97 emplacement and completion rates for community based Programmes (cbp)

emplacement number 1,601

1500 1,359 1,290

1000 697

500 405 324

0

CBP FOR PENAL INMATES CBP FOR DRC INMATES

2010 2011 2012

Completion rates

100% 94.7% 93.4% 92.8% 84.7% 80.5% 75.9% 75%

50%

25%

0%

CBP FOR PENAL INMATES CBP FOR DRC INMATES

2010 2011 2012

98 ADVANCING THROUGHCARE TOGETHER emplacement and completion rates for community based Programmes (cbp) VOCATIONAL PROGRAMME

Employability Skills Training17

EMPLOYABILITY SKILLS TRAINING19 17,967 18000 14,754

13500 13,472

9000 5,800 5,094

4500 4,261

0

No. of training places No. of inmates trained

2010 2011 2012

work programmes18 4,371 4,273 4,175 4000

3000

2000

1000

0

Average No. of Inmates

Engaged in work in 2010 Engaged in work in 2011 Engaged in work in 2012

17 Employability Skills Training Programmes are provided by Singapore Corporation of Rehabilitative Enterprises (SCORE) to equip inmates with relevant job skills. Examples of programmes include National Institute of Technical Education Certification (NITEC), Institute of Technical Education Skill Certificate (ISC), National Skills Recognition System (NSRS) courses and on-the-job training programmes. 18 Work programmes aim to impart vocational and employability skills through on-the-job training. Discipline, and positive work ethics and values are inculcated by immersing inmates in real work environment within prisons.

ADVANCING THROUGHCARE TOGETHER 99 academic programmes

YEARLY YEARLY YEARLY ENROLMENT IN ENROLMENT IN ENROLMENT IN 2010 958 2011 650 2012 1,337

75 110 90 20 11 13

101 107 762 457 1,127 72

2010 2011 2012

Other Course19 N Level O Level A Level

ACADEMIC RESULTS 100% 100% 100% 100% 100% 100% 96.7% 94.2% 93.6%

90% 88.2% 83.0% 82.1% 80% 80.2% 77.4% 76.6%

70% 69.0% 63.3% 60% 56.1%

50% 41.7% 40%

30%

20%

10%

0

GCE ’N’ LEVELS RESULT GCE ’N’ LEVELS GCE ’N’ LEVELS GCE ’O’ LEVELS GCE ’O’ LEVELS GCE ’O’ LEVELS (AT LEAST 1 ’N’ PASS) RESULT RESULT RESULT RESULT RESULT (10 POINTS OR LESS (19 POINTS OR LESS (AT LEAST 1 ’O’ PASS) (AT LEAST 3 ’O’ (AT LEAST 5 ’O’ IN BEST 3 SUBJECTS) IN ELMAB320) PASSES) PASSES)

2010 2011 2012 19 Other courses include short term courses like English literacy classes and basic education programmes (primary to secondary level).

20 The ELMAB3 aggregate is based on English Language (EL), Mathematics (MA), and the student’s 3 best other subjects.

100 ADVANCING THROUGHCARE TOGETHER almanac

DP Award Prison Negotiation Unit DSP1 Ng Kim Seng Individual Commendation SUPT 1A Tan Bin Kiat DSP1 Quek Chun Ming SUPT 1 Kevin Hoon Kay Ming DSP1 Sujatha D/O Palpanabban DSP2 Lim Boon Inn DSP1 Goh Wei Lieang Eugene DSP1 Tan Chih Lan Geraldine DSP2 Loganathan S/O Vadiveloo ASP1 Goh Yi Zhang ASP2 Aw Kah Hoe ASP2 Chiang Mui Chin RO2 Lee Xuncheng ASP2 Khairuddin Bin Alias RO2 Tan Kah Chyoon RO2 Lee Yong Se Elgar ASP2 Phor Cai Juan Pamela CW1 Hoo Sooi Fook SSGT Chen Lifen Joann ASP2 Siah Kheng Guan CPL Mohammad Khairul Bin Katmadi ASP2 Tan Wee Zi CPL Nur Iskandar Bin Jamal Project DNA ASP1 Ang Wai How Jim DSP1 Kee Mong Hoe ASP1 Anita Zarina Bte Muhamad DSP1 Lee Chin Meng Mervin Zaidi DP Award DSP1 Lim Tee Hock ASP1 Chan Wei Li Debra Anne Individual Testimonial DSP1 Sim Hoon Peck ASP1 Ephraim Goh Yang-Minn DSP1 Tong Teck Hong ASP1 Kannaki D/O Srinivasagan DSP2 Lim Lam Seng ASP1 Poh Ban Hong ASP1 Koh Zhi Mian DSP1 Faizal Bin Ridzwan CW2 Ang Yong Wee ASP1 Lin Shujun DSP1 Gregory Savier CW2 Chan Seok Ling ASP1 Loh Mei Jing DSP1 Lim Chi Yong Leonard CW2 Tay Liong Heng Edwin ASP1 Yong Ka Jun Desmond DSP1 Ranjit Singh S/O Surat Singh CW1 Normah Bte Omar RO2 Aarti Pathak ASP2 Lee Hock Meng CW1 Poh Seng Tat RO2 Ng Yang Siong Robson ASP1 Kwa Beng Hwee CW1 Tan Kyim Hiong Eddie RO2 Pang Yee Shuen Monica ASP1 Poh Ban Hong CW1 Yak En Siong RO2 Tan Eng Cheay RO2 Eddy Asmara Bin Rahman CW1 Yip Sok Cheng Susan CW2 Wong Tian Lee CW2 Muhammad Nazir Bin Abdul SSGT Ng Xiao Hui MX 11 Liaw Sze Wai Hamid SSGT Norlisa Binte Alias MX 11 Mohamed Fazly Bin CW2 Tan Cheng Siang SSGT Wee Kim Chye Mohamed Jamaludin CW1 Oh Suan Gek Teresa SGT Leong Lai Fong MX 11 Tan Lo Lee CW1 Ponnarasi D/O Gopal Chandra MX 12 Chiam Pei San CW1 Tong Guek Heong Operations Shockwave MX 12 Chok Ying Si Stacey CW1 Shahril Bin Mahnoh DSP2 Boo Li Check MX 12 Khoo Jing Wen Stella SSGT Andi Iswandi Bin Johari DSP2 Muhammad Ibrahim Bin MX 12 Lee Hua-Xing SSGT Choo Sau Mei Abdul Rahman MX 12 Lim Li Ting SSGT Ng Gek Tse DSP2 Teo Huey Xiang MX 12 Ong Shilei SSGT Sanmugam S/O Balakrishnan DSP1 Cheong Wee Ling MX 12 Pang Hong Xiang SSGT Tan Yu Meng Jeremy DSP1 Gregory Savier MX 12 Quek Chin Ru SGT Yam Alvin DSP1 Hon Tin Chee MX 12 Rena Lee Hwee Mein HTS 12 Ho Kar Woon DSP1 Kee Mong Hoe MSO IV Chan Yin Ling MX 11 Tam Yong Wei Alvin DSP1 Tan Chang Wei Elgin MSO VI Wu Wenlong MX 12 Wong Jessie DSP1 Tan Joo Eng MSO VII Vimalathacheni D/O R Gopalan DSP1 Teo Khim Hong Mike DP Award DSP1 Wahab Bin Hamid Integrated Criminogenic Programme Team Commendation DSP1 Woo Choo Yan Louis (ICP) ASP2 Mahendran S/O Sinathuraja HTS 11 Cheng Xiang Long COLours ASP2 Teng Say Siang MX 11 Pathma Jothee Kesava DSP2 Lee Kong Wee ASP1 Koo Qihui Kumaran S/O Govindasamy DSP1 Abdul Manan Bin Hassan RO2 Lim Wei Jiat MX 12 Ang Seow Ping ASP1 Chan Wei Li Debra Anne SCW2 Kobi Krishna S/O Ayavoo MX 12 Gan Kian Heng Tony RO2 Aarti Pathak CW2 Roslee Bin Johari MX 12 Lau Kuan Mei MX 11 Gan Boon Shan CW2 Tan Siew Huat MX 12 Chok Ying Si Stacey CW1 Wong Kean Chung Mandatory Aftercare Scheme (MAS) Prototype Publicity of Yellow Ribbon Project Revamp of APCCA Website SUPT 1A Rafidah Bte Suparman (YRP) Events Through Social Media SUPT 1 Ng Gee Tiong DSP2 Hoo Poh San Kelvin RO2 Praveen S/O Raman DSP2 Chan Ching Ching DSP2 Shepherdson Olivia Genevieve Chandrasekaran ASP1 Ephraim Goh Yang Minn DSP2 Teh Phuay Hian Cammy MX 11 Chua Meng Cheng Matthew MSO VI Nurnadiah Ghazali DSP1 Ong Po Ling MX 12 Muhammad Nur Firdaus Bin DSP1 Tanny Ng Abdul Ghani SQASC Secretariat Team DSP1 Woo Choo Yan Louis MSO VI Nordiyanah Binte DSP2 Kok Weng Chew ASP2 Chong Chun Yong Jamaluddin DSP1 Mak Mun Fai Elmer Thomas ASP2 Kwa Hock Beng

ADVANCING THROUGHCARE TOGETHER 101 ASP2 Lin Ren’en Jonathan ASP2 Ng Keng Kun A3 IIT – Prevention of a Gang ASP2 Phor Cai Juan Pamela ASP1 Goh Yi Zhang Dispute from Escalating to a ASP2 Siah Kheng Guan MX 11 Tan Lo Lee Major incident ASP2 Teo Bee Lam DSP1 Tan Kok Beng ASP1 Lee Jianwei Benjamin Achievement of BCA Green Mark ASP2 Ganesh Kumar S/O Vendesan ASP1 Lum Choi Hoong Platinum Award for the Design of SCW1 Gurmeet Singh S/O Santokh CW2 Loh Kong Yew Prison HQ Singh CW1 Chiew Wai Mun Anthony SUPT1A Lim Beng Wee SSGT Nur Azmy Bin Muhammad CW1 Mohamed Ridzuan Bin DSP1 Chan Chee Kiat Roger Mohamed Sani ASP2 Poh Choon Chien Leon Expansion of Cluster A SCO CW1 Muhammad Rashidi Bin Saidi SCW1 Yap Ah Oon DSP2 Teo Winston SSGT Toh Cheng Siew DSP1 Cheang Yew Kong Andrew HTS 9 Leo Hee Sun Timothy Management of Fire Incident at DSP1 Chew Tee Seng HTS 10 Melvinder Singh Prison Link Centre (Jurong) ASP2 Ng Tiong Choon HTS 11 Elijah Teo Tzee Siong CW2 Mohamad Hazlan Bin Mohd Said ASP1 Ryan Tan Ser Leong MX 10 Troy Jack Thevathasan SGT Vijaya D/O Veerayyan CW1 Teng Jan Kim MX 11 Soh Tee Peng William MSO VIII Saravanan Baba S/O CW2 Azhar Bin Kassim MX 11 Umardani Bin Umle Sivaperumal MX 11 Tang Keng Lai MX 11 Wong Li Ling Karen MSO V Mohamed Iskandar Bin MX 12 Farul Mohamed Iqbal Asian Prisons Lockdown Challenge Abdullah MX 12 Jessveen Kaur Dhot 2012 MX 12 Kirk Hui Min Yvonne DSP1 Chiang Lye Choo Valerie Setting up of Pre-Release Center at MX 12 Nur Asyikin Binte Hamzah ASP2 Harvinder Singh S/O Institution B4 MX 13 Ho Ying Ying Angeline Joginder Singh DSP2 Cheam Tiong Pheng MX 13 Julian Addison S/O Anthony ASP1 Tan Chun Wee DSP1 Quek Chun Ming Samy ASP2 Teh Hwa Yong Derry ASP2 Chong Kah Hin Eugene MX 13 Poh Xiu Ting ASP1 Kwa Beng Hwee ASP2 Khoo Chok Ming Jeremy MX 13 Lim Hui Ying RO2 Lee Boon Kiat ASP2 Lee Khum Thong Mgmt Gr 5 Suraya Sudhi RO2 Teng Song Guan ASP2 Lin Ren’en Jonathan RO1 Tan Yew Chuan ASP2 Ng Keng Kun Enhanced Recruitment and Training CW2 Venu Arsh ASP2 Overee Josephine Juliana Efforts to Support Prisons’ Strategic CW1 Ang Chuean Wee Kelvin ASP1 Muhammad Faizal Zakariah Workplans CW1 Chua Chin Soon ASP1 Tay San Mei SUPT 1 Chua Sio Ping CW1 Rose Lee RO2 Ou Kaiming DSP2 Chiang Hwee Yen Jean SSGT Goh Chun Kiat RO2 Sim Siu Shih Tessa Mae DSP2 Ong Choon Teck SSGT Mohamed Faizal Bin Abdul CW2 Jacob Raja S/O Rajamani DSP1 Kalaivanan S/O Visvalingam Hathi CW2 Siow Kent Fung ASP2 Harun Bin Sinen MX 11 Chua Meng Cheng Matthew CW2 Yang Ling Yong ASP2 Then Poh Meng Dominic MSO VI Nordiyanah Binte Jamaluddin CW1 Ibrahim Bin Mahfuz RO2 Brandon Ong Guan Hong CW1 Juliana Binte Krishna Kassim RO2 Cheng Yeow Tong Cross Agency Collaboration with CW1 Kang Hock Seng CW2 Chan Choong Hoe Frank MOE by Prison Link Centre (Changi) CW1 Mohd Sam Bin Abdullah CW2 Jamaludin Bin Karmani DSP2 Zai Siew Leong Thomas SSGT Dzulkarnain Bin Jumahat CW2 Kumarasan S/O Ramasamy DSP1 Soh Hwee Fun Ivy SSGT Mazirah Binte Abdul Rahman CW2 Sabrina Tiyu RO2 Chew Siew San SSGT Ng Phei Ling CW2 Venu Arsh SSGT Norisma Bte Kassim CW1 Zoey Lee Pooi Fun LEAN Project FY2011 by SSGT P Ramesh Menon SSGT Moorthi S/O Batumalai Cluster A Kitchen SSGT Tang Wai Wah SSGT Roslee Bin Yahaya ASP2 Teo Chong Lian Dylan SGT Ang Wilfred SSGT Tan Lee Meng RO2 Zamani Bin Abdul Rahman SGT Chan Siew Ling MX 12 Lim Xuefen CW1 Mohamed Khalid Bin SGT Ganesan S/O Bala CSO II Chew Mui Eng Mohamed Idris Subramaniam SSGT Aloysius Ong Leong Hui SGT Mohamad Asry Bin Kasim Complex Access Management System SSGT Lerry Johan SGT Santosh Prakash Singh (CAMS) SSGT Mazuin Binte Musa SGT Tan Hua Lun DSP2 Boo Li Check SSGT Mohamad Fadhil Bin Abdul CPL Toh Yong Chong DSP2 Chin Soon Theen Jabbar MX 11 Wong Meng Kok DSP2 Phandeyan S/O Thangavellu SSGT Mohamad Muhayaddin Bin MX 12 Sathiavaani D/O Gunaseelan ASP2 Lim Kim Hin Michael Sapari MX 12 Teo Chuan Ann ASP2 Liow Zee Ping SCW1 Sundaram S/O Chinniah MX 13 Neo Aik Wee ASP2 Low Hwee Huang CW1 Tan Vincent

102 ADVANCING THROUGHCARE TOGETHER DP Award ASR Team at TMP Team Testimonial ASP2 Lim Kim Hin Michael DSP2 Toh Hong Chuan ASP2 Poh Choon Chien Leon DSP1 Tan Kok Beng Management of Fire Incident at CWP ASP2 Tang Chee Wah ASP1 Irwan Bin Abdullah Block F, Inmates’ Ration Area ASP1 Eng Mei Ye ASP1 Muhammad Raizaluddin Bin DSP1 Lim May Ling Serena ASP1 Leong Chee Ming Luke Abdul Razak SCW1 Illamaran Thamizhkkothai ASP1 Loh Mei Jing CW1 Azrul Faizal Bin Ibrahim SSGT Chua Shi Qin RO2 Chew Siew San CW1 Faris Bin Mohamed SSGT Koh Lee Fang RO2 Kok Han Kwang CW1 Wong Sin Min SSGT Ong Yen Ni RO2 Ou Kaiming CW1 Yao Chin Leng RO2 Praveen S/O Raman SSGT Abdul Azis Bin Ahmad Salary Revision Exercise 2012 Chandrasekaran SSGT Kou Jun Fa Ronald ASP1 Lim Kin Hui Gavin RO2 Seri Zawani Binte Mohamed SSGT Mohamad Muhayaddin Bin MX 11 Lim Sim Ngee Lynn Zakariah Sapari MX 11 Tan Ai Ling RO2 Song Zuowei SSGT Mohamed Azhar Bin MX 12 Zheng Liting Adeline RO2 Yio Fenny Mohamed Khaili MSO V Koh Liping CW2 Mohamad Suhardi Bin Rahim SSGT Pang Hee Teng MSO VI Chew Jun Hui CW2 Tan Ting Kang Edwin SSGT Rudy Khairon Bin Daiman MSO VI Leong De Sheng CW1 Muhammad Rashidi Bin Saidi SSGT Tan Seong Loon CW1 Siow Yong Sin SGT Jamasri Bin Yatim Operationalisation of CW1 Yeo Chin Boon SGT Junid Bin Abdul Rahman Complex Assembly Area MX 12 Chiam Pei San SGT Khor Choong Chian SUPT 1A Tan Bin Kiat MX 12 Joe Waldy SGT Mohammad Nur Bin Kamal SUPT 1 Kevin Hoon Kay Ming MX 12 Lee Hua-Xing Deen DSP1 Goh Wei Lieang Eugene MX 12 Lim Li Ting SGT Mohamad Faizal Bin ASP1 Goh Yi Zhang MX 12 Ng Yi Yu Mohamed Abdullah RO2 Lee Xuncheng MX 12 Tan Kiang Yeow RO2 Lee Yong Se Elgar Management of Situation at CWP SSGT Chen Lifen Joann Handing Over Project - after Water Pipe Burst Changi North Way DSP2 Huang Shuxian Rekindle Programme DSP2 Lim Boon Inn DSP1 Cheong Wee Ling DSP1 Lim Hoe Leong SCW1 Yap Ah Oon DSP1 Lim May Ling Serena DSP1 Vimala D/O Maruthaiya ASP2 Boey Lai Hsia ASP2 De Zilva Letitia Naomi Phebe Development of E-Learning and ASP2 Lim Lay Khim ASP2 Steven Lim Chwee Leong Procurement Training Packages SCW1 Goh Siew Kiang Jaslin ASP1 Kelvin Chua Yeow Chong ASP2 Norhisham Bin Abas SCW1 Illamaran Thamizhkkothai ASP1 Moganapriya D/O ASP2 Tan Choon Hiang CW2 Norjehan Bte Mohammad Sandiramogan ASP1 Chew Peng Soon Azhar RO2 Loh Kain Liat CW1 Heng Sock Hui CW1 Ponnarasi D/O Gopal RO2 Tony Immanuel Tan SSGT Tan Kim Tjin Chandra CW2 Soh Chi Yiong MX 12 Ng Yi Yu SSGT Chua Shi Qin SSGT Azlina Binte Abdul Aziz MSO IV Wang Kian Hwa SSGT Koh Lee Fang SSGT Loh Mei Chin MSO IV Wong Jit Kwang SSGT Monaliza Binte Mohamad MX 11 Tam Yong Wei Alvin MSO V Goh Kok Chye SSGT Nazrina Hoque MSO VI Wu Wenlong MSO V Mohammad S Man Bin Saleh SSGT Ng Shu Juan Sabrina MSO VII Noraini Binti Abdullah SSGT Rashidah Binte Abdul Razak Rebuilding Lives Project CSO I Lian Lam Hua SGT Cheang Wei Ting DSP1 Woo Choo Yan Louis CSO IV Muthusamy Vasakiy SGT Siti Patuha Binte Sadli ASP2 Lee Boon Kiat ASP2 Lin Ren’en Jonathan Renovation Projects in Prisons HQ Management of Fire Incident at ASP2 Phor Cai Juan Pamela DSP1 Ng Kim Seng CWP Housing Unit ASP2 Teo Bee Lam CW1 Heng Sock Hui DSP2 Huang Shuxian ASP1 Teo Wei Qian Paula CPL Azman Bin Ahmad CW1 Yong Lee Shiam RO2 Ngo Chi Leong MX 12 Lim Li Ting SSGT Kwek Lian See Nancy CW2 Nur Hannah Wang CSO IV Jamaliah Binte Salim SSGT Shanti D/O Ramakrishnan CW1 Siow Yong Sin SSGT Rajeswari D/O Chandramurthi Centralisation of Logistics Store at HTS 11 Elijah Teo Tzee Siong HQ Block X ASP2 Norhisham Bin Abas BE3i Fiesta 2012 SGT Azhari Bin Mohali DSP2 Kok Weng Chew MSO IV Mohamed Bin Mohamed DSP1 Mak Mun Fai Elmer Thomas Arshad

ADVANCING THROUGHCARE TOGETHER 103 MSO IV Wang Kian Hwa ASP2 Giam Heng Leong Robin CW1 Irniendy Bin Ismail MSO VIII Lim Wee Quan ASP2 Lee Khum Thong CSO I Chng Swee Lay SCW1 Wong Ying Kit REFORM Programme CSO IV Lim Kim Hock CW2 Kumarasan s/o Ramasamy ASP1 Lee Tuck Kham Richard CW2 Lee Kek Wee CW1 Ke Wai Choong Expansion of Prisons Secured Ward CW1 Herman Rashidi Bin Samsuri SSGT Nagandran S/O DSP2 Chua Cheng Wah CW1 Mohamed Haniba Bin Abd Kadir Kamalanathan DSP1 Chiang Lye Choo Valerie SSGT Edwin Lim Kim Hiong SGT Palani S/O Thangaveloo ASP1 Tan Chun Wee SSGT Shariffah Binte Sajali RO2 Teng Song Guan SSGT Tan Chee Keong Project ARISE SCW1 Chan Weng Kay SGT Mohammed Massuri Bin ASP2 Chew Sock Maan CW2 Kok Cheun Sing Mohamed Hashim ASP2 Chung Cher Chiang SSGT Moorthi S/O Batumalai SGT Tan Hua Lun ASP2 Lim Wei Kiat ASP1 Neo Ming Feng A4 IIT – Intelligence Information for Setting up of Satellite Registry Office ASP1 Teo Wei Qian Paula Police to solve Theft Cases at Sub Court Lock-Up RO2 Luo Shuzheng ASP2 Tseng Chay Heng DSP1 Koo Boon Wah RO2 Pang Yee Shuen Monica CW2 Tan Yu Hong Adrian CW2 Lim Choon Leong CW1 Cwa Mirin CW1 Mohammad Faizan Bin CW2 Mohamad Faizal Bin Abdul CW1 Jaya Paragas S/O Kairoman Razak Adaikalasamy CW2 Muhammad Salik Bin Sidik CW1 Khairudin Bin Kamsan A3 IIT – Detection of Medicine CW2 Ng Peng Wai CW1 K Kunalan S/O Karupayah Hoarding by Inmates CW1 Lee Li-Tsung ASP2 Ganesh Kumar S/O Vendesan Cluster B Medical Centre (CLMC) CW1 Liew Chee Keong SCW1 Gurmeet Singh S/O Santokh CW1 Azrul Faizal Bin Ibrahim CW1 Ng Heng Mun Singh CW1 Wong Tin Seong CW1 Siow Yong Sin SSGT Ang Poh Huat SSGT Abdul Aziz Bin Bakri Exercise “Triple-play” SSGT Fernandez S/O M Joseph SSGT Mohamad Bin Mansor SUPT1A Ng Chun Chow Patrick SSGT Mohamad Lizam Bin Ya’cob SSGT Mohd Sidek Bin Osman ASP2 Amirudin Bin Omar SSGT Yeo Suan Siang SSGT Peter Arul Selvan S/O A Arul ASP2 Lim Cher Hiang SGT Ismail Sham Bin Ibrahim SSGT Puthenneswaran S/O Pakkiry SCW1 Loh Kee Wei CPL Mohammad Razi Bin Hussain SSGT Tan Chee Keong CW2 Lee Chai Soon SGT Sin Cho Meng CW1 Junaidi Bin Abdullah Enhancement of Security and CPL Jafar Bin Mohamed Sinwan CW1 Lee Yue Heong Medical Features at B2 Sickbay CPL Muhammad Irsyad Nurfaiz CW1 Mohamed Masri Bin ASP2 Goh Chiung Yang Bin Ahmad Khairuman ASP2 Siah Kheng Guan CPL Tan Aik Chiat CW1 Ng Jacky ASP1 Han Fu Yuan CPL Tan Yew Meng CW2 Yeo Chok Yean Investigation into Drugs Smuggling CW1 Syed Malakus Salleh Bin Management of Inmate Incident Case at Institution B2 Syed Hussin at CGH DSP2 Lim Lam Seng SSGT Koh Choon San SSGT Tan Ai Ling ASP1 It Yock Chian SGT Muhammad Nazrul Bin Jamil SGT Cheang Wei Ting ASP1 Mohamed Fahmy Bin SGT Pouminathan S/O Mayalagu Mohamed Hanifah SGT Ravechandran S/O Suppiah Setting Up of DRO Self-Reporting SSGT Tan Yu Meng Jeremy Seenevasan Kiosk CPL Samsudin Bin Zainal SSGT Sadhana Rai B3 IIT - Detection of Contrabands at MX 12 Jessveen Kaur Dhot Institutions B2 and B3 Transfer of Remand Inmates to B3 MX 12 Kathleen De Laure DSP1 Sulaiman Bin Mohd Salleh DSP1 Choo Joon Piau MX 12 Kirk Hui Min Yvonne CW2 Lee Kek Wee DSP1 Ho Kah Leong MX 12 Reena Senghera D/O Silvaraj CW2 Tan Gim Wah DSP1 Norman Bin Mohd Zain MX 12 Tan Yew Song SSGT Arman Bin Salim ASP1 Lo Chin Yang Roger MX 11 Gan Chock Cheng Zoe SSGT Edwin Lim Kim Hiong ASP1 Mohamed Norzalan Bin MX 11 Lynette Stephen SGT Muhammad Syaiful Anuar Nordin MSO VI Thiruchelvam Ganesha Bin Jupri ASP1 Ng Pang Siong RO2 Kannan S/O Kalliya Perumal Recovery of Missing iPad B4 and B5 IIT - Detection of Gang SCW1 Bala Muraly S/O Anchang SSGT DSP1 Sameeyul Ameen S/O Influences in Assault cases at CW2 Phoon Jee Kiong Haji Sulaiman Institutions B4 and B5 CW2 Shahrom Bin Hamdan ASP2 Kwa Hock Beng DSP1 Mohamed Rusdi Bin CW2 Tan Gim Wah SCW2 Azman Bin Tahar Mohamed Esa CW2 Yeow Teik Huat SCW1 Yeo Kee Siang

104 ADVANCING THROUGHCARE TOGETHER The Long Service CW1 Chiew Wai Mun Anthony Medal ASP1 Lum Choi Hoong SSGT Azman Zakiuddin Tan SSGT Toh Cheng Siew SSGT Chia Thong Khoon AC Gr 9 K Chandra Kumar SGT Xu Yunrou SSGT Syed Muhammad Fuad Bin DSP1 Aa’Ishah Binti Shaikh Salman HTS 9 Leo Hee Sun Timothy Syed Fathil DSP1 Aw Cheong Boon HTS 11 Cheng Xiang Long DSP1 Wahab Bin Hamid HTS 11 Elijah Teo Tzee Siong Registry Team, AWP ASP2 Christopher Kanthi Kumar HTS 10 Melvinder Singh ASP2 Chiang Mui Chin ASP2 Ravichandran S/O HTS 12 Lim Yan Lin RO2 Kwek Nian Xing Ambalavanar MX 10 Troy Jack Thevathasan CW2 Rosalie Chai CW1 Arasu S/O Velmurugan MX 11 Pathma Jothee Kesava CW1 Abdul Rahim Bin Abdul SSGT Chee Wang Yong Winston Kumaran s/o Govindasamy Rahman SSGT Noridan Bin May MX 11 Soh Tee Peng William SGT Yen Chia Hsien SGT Juber Bin Atan MX 11 Umardani Bin Umle SGT Segar S/O Subbian MX 11 Wong Li Ling Karen Take-over of KCP by AWP CPL Abdul Kadir Bin Abdul Hamid MX 12 Ang Seow Ping ASP2 Saiful Ali Bin Rizman Ali CPL Paramash Naidu s/o R MX 12 Farul Mohamed Iqbal CW2 Tan Cheng Siang Ramadass MX 12 Gan Kian Heng Tony@Narin CW2 Toh Yeow Kok CPL Sapah Ruddin Bin Abdullah Gan SSGT Mohamed Zuandi Bin MX 11 Normah Bte Hamid Sultan MX 12 Jessveen Kaur Dhot Mohamed Zubir MSO VII Kogilavanee Singaravelu MX 12 Kirk Hui Min Yvonne MX 12 Lau Kuan Mei Outstanding Captains Minister for Home Affairs MX 13 Ho Ying Ying Angeline Of Lives Award National Day Award MX 13 Julian Addison S/O Anthony Samy DSP1 Mohamed Nizaar Bin Md DSP2 Choo Wei Li Ivy MX 13 Lim Hui Ying Ibrahim DSP2 Sebastian Liew Kok Keong MX 13 Poh Xiu Ting CW2 Yang Ling Yong DSP1 Cheong Kum Foong Mgmt Gr 5 Suraya Bte Sudhi SSGT Ravinran S/O Vasu ASP2 Neo Aik Wee CW1 Ismail Bin Ibrahim Operationalizing and Best Unit Award CW1 Mohamed Haniba Bin Abd Management of Subordinate Kadir Courts Lock-up SSGT Ng Phei Ling Vivian SUPT1 Faisal Bin Mustaffa Admiralty West Prison MSO V Teng Bee Lian DSP1 Song Yew Hean CSO III Tan Ah Kim ASP2 Mohamed Azhar Bin Zailan The Public CW2 Muhammad Salik Bin Sidik Administration Medal Minister for Home Affairs CW2 Ng Peng Wai Award for Operational CW1 Kirpal Singh Silver Excellence CW1 Lim Kah Lan SAC Gr 9 Lee Kwai Sem CW1 Soong Seng Veng SAC Gr 8 Teo Tze Fang Mandatory Aftercare Scheme CW1 Tan Chun Chang (MAS) Prototype SSGT Abdul Wahid Bin Omar Bronze SUPT 1A Rafidah Bte Suparman SSGT Goh Choon Thiang AC Gr 9 Chew Chwee Leong Vincent DSP2 Choo Wei Li Ivy SSGT Idi Bakhtiar Bin Md D’Zokere DSP2 Hoo Poh San Kelvin SSGT Imran Bin Mohd Arsek The Commendation DSP2 Ong Choon Teck SSGT Lim Bee Hong Medal DSP2 Shepherdson Olivia Genevieve SSGT Mohammed Moktar Bin Yusoff DSP2 Teh Phuay Hian Cammy SSGT Nur Hairina Bte Sani MX 10 Lee Ping Ping Delphine DSP1 Ng Tanny SSGT Nur Rafidah Bte Abdul Rahim SUPT1 Peck Tiang Hock DSP1 Ong Po Ling SSGT Tan Teik Cheong DSP1 Woo Choo Yan Louis SSGT Yap Ban Lye The Efficiency CW1 Kong Mei Chee SGT Mohamad Salimi Bin Medal CW1 Mohamed Ridzuan Bin Jamaluddin Mohamed Sani SGT M Shawalludin Bin M Zainan DSP1 Ayub Bin Mohamed CW1 Siow Yong Sin SGT Puvaneswari D/O Tampy ASP2 Zainal Bin Asmore ASP2 Chong Chun Yong Duray CW2 Azni Bin Abbas ASP2 Kwa Hock Beng SGT Ravindran S/O Doraisamy SCW1 Illamaran Thamizhkkothai ASP2 Lin Ren’en Jonathan SGT Sri Devi D/O Ganga Tharan SCW1 Zainal Bin Haron ASP2 Phor Cai Juan Pamela SGT Surish S/O Kuttan CW2 Chua Chiew Lian ASP2 Siah Kheng Guan CPL Pang Shi Ting SSGT Noridah Binte Abu Bakar ASP2 Sim Jing Xin Cem CPL Paramash Naidu S/O R CSOI Chng Swee Lay ASP1 Lee Jianwei Benjamin Ramadass

ADVANCING THROUGHCARE TOGETHER 105 Excellent Service Award

STAR RO 2 Kwek Nian Xing RO 2 Kok Han Kwang Kenneth DSP 2 Thomas Zai RO 2 Loh Kain Liat RO 2 Lee Boon Kiat DSP 1 Ng Kheng Hong RO 2 Theepan Prakash s/o RO 2 Lim Wei Jiat ASP 2 Christopher Kanthi Kumar Ravintheran RO 2 Ong Soo Wee ASP 2 Soh Hwee Fun, Ivy CW1 Chiew Wai Mun Anthony RO 2 Robson Ng ASP 1 Lo Chin Yang Roger CW1 Ebi Ang Chiew Har RO 2 Serene Ng RO 2 Nadirah Farhana Binte CW1 Fauziah Binte Pareed RO 2P Tony Immanuel Tan Kok Ping Suhaimi CW1 Jasni s/o Abdul Rayman RO 1 Michelle Huang Ling Li CW2 Anthony Peter Chia Boon CW1 Jesmond Ong Teck Meng SCW1 Goh Kim Pok Kong CW1 Kang Hock Seng CW2 Gordon William Campbell CW2 Tay Han Meng CW1 Mason Lum Kok Choong CW2 Manogararajan s/o Nadarajan CW1 Ivy Lim Sze Hoay CW1 Rosalie Chai CW2 Tan Cheng Siang CW1 Mohamad Hazlan Bin Mohd CW1 Roslee Bin Johari CW2 Zulkifli Bin Said Said CW1 Soo Lai Leng CW1 Chai Kuo Fatt CW1 Sim Keh Soon CW1 Tan Gim Wah CW1 Chan Hai Peng CW1 Tan Ting Kang SSGT Abdul Hakim Bin Mohd CW1 Chong Kum Leong CW1 Thean Nyoon Kong Zakaria CW1 Gunaseelan s/o Churian CW1 Voon Min Yock Irene SSGT Fadhlur Rahman Bin Mohd Yat CW1 Ismail Bin Ibrahim SSGT Aloysius Ong Leong Hui SSGT Koh Hui Nee Alice CW1 Kumarasan s/o Ramasamy SSGT Anita d/o Retnasamy Anthony SSGT Koh Lee Fang (Xu Lifang) CW1 Mohamad Hisam Bin Abu SSGT Chai Chee Uei SSGT Loh Mei Chin Bakar SSGT Goh Keng Kiong SSGT Md Faizan Bin Kairoman CW1 Mohamed Mubarak Bin SSGT Koh Nyok Lan SSGT Mohamed Azrian Bin Mohamed Yusof SSGT Kumaraguru s/o Mohamed Zin CW1 Musafir Lara Bin Selamat Subramaniam SSGT Mohd Sam Bin Abdullah CW1 Sim Kim San Eric SSGT Mohamed Zuandi Bin SSGT Muhammad Fauzi Bin Jusri CW1 Wang Yuan Mun Mohamed Zubir SSGT Ronald Avery CW1 Yeo Chin Boon William SSGT Ng Bee Teng SSGT Ruben Rabendharen CW1 Zainudin Bin Ismail SSGT Norizan Binte Mustafa SSGT Sathiaseelan s/o Thurasingam CW1 Zuriat Bin Rashid SSGT Norlisa Binte Alias SSGT Siti Suhailah Binte Saini SSGT Dui Siew Hua SSGT Phung Yin Lei Sandy SSGT Tan Kyim Hiong, Eddie SSGT Eswaran s/o P Muthusamy SSGT Ramesh s/o Packrisamy SSGT Tang Wai Wah SSGT Hing Su Wan SSGT Randeep Singh s/o Jagindar SGT Lai Kong Chan SSGT Jojoe Lee Lea San Singh SGT Mohamad Darvin Bin Rahmat SSGT Kang Zhangwen Jonathan SSGT Rubiana Binte Shamsul SGT Muhammad Hafiidz Bin Abd SSGT Lee Sing Cheong SSGT Sahedah Binte Jalil Aziz SSGT Lion Leng Leng SSGT Shek Mei Kei SGT Pichappan Balasubramaniam SSGT Lutfi Bin Mohamed Ali SSGT Tan Lee Teng SGT Poh Tien Soo SSGT Mahad Ridzuan Bin Mohd Zin SSGT Te Cheng Fea, James SGT Santhiran S/O Nadarajah SSGT Mazirah Abdul Rahman SSGT Tiang Siok Ting SGT Surish s/o Kuttan SSGT Mohamed Reza Bin Mohamed SSGT Viknesh s/o Govida Dras CPL Malwinderjeet Kaur d/o SSGT Muthukumari d/o N Vellasamy SSGT Wong Sin Min, Eric Karnail Singh SSGT Nur Fazila Binte Ibrahim SGT Ann Ang Meng Kim MSO VIII Saravanan Baba s/o SSGT Nurinbariah Binte Biarfin SGT Chang Joo Noi Sivaperumal SSGT P. Ramesh Menon SGT K V Raj Tevan s/o Vijayatevan SSGT Peng Zhibiao SGT Muhammad Darwisy Bin SILVER SSGT Rajeev s/o Janakaraj Haroon SUPT 1 Abdul Majid Bin Abdul Rahim SSGT Rajkumar s/o Muthu SGT Ng Riying DSP 1 Chan How Lee SSGT Rohaizat Bin Roslan SGT Nor Zahriaturraihan Binte DSP 1 Lim Tee Hock SSGT Sanmugam S/O Balakrishna Sonny DSP 1 Steven Teo Seng Boon SSGT Tracy Tan SGT Sakila Binte Abdul Rahman ASP 2 Chew Shi Jie Martin SSGT Wee Kim Chye SGT Wong Tze Min ASP 2 Choh Poh Tee SSGT Wong Mui Leng CSO III Lim Kha Gek ASP 2 Christina Tay Bee Lan SSGT Yeo Yan Ting CSO III Hamidah Benti Omar ASP 2 Lee Boon Kiat SGT Abdullah Shukri Bin Abdul CSO IV Musalmah Binte Mohd Said ASP 2 Lee Hock Meng Talip ASP 2 Lee Khum Thong SGT Adrian Loh Chun Siang GOLD ASP 2 Lim Chwee Leong Steven SGT Chang Sian Kwee DSP 1 Tan Joo Eng ASP 2 Soon Tat Fam SGT Chow Li Jen DSP 1 Vimala d/o Maruthaiya ASP 2 Tan Gek Eng SGT Chua Ah Kng ASP 2 Chiang Mui Chin ASP 2 Thilagavathi d/o Doraisamy SGT Ghandhi s/o Rengasamy ASP 2 Goh Chao Lung @ Mohd ASP 2 Vinod Jenardhanan SGT Lin Qiaoli Noor Bin Abdullah Goh ASP 1 Mohamed Norzalan Bin Nordin SGT Mazlan Bin Mohd Zen ASP 2 Leonard Lim Chi Yong ASP 1 Ng Wee Teck SGT Mohammad Robany Bin Sawal ASP 2 Letitia Naomi Phebe De Zilva ASP 1 Paul Tan Suan Lim SGT Muhammad Faizal Bin Mohd ASP 1 Manisekaran s/o Ramasamy ASP 1 Ong Cheng Peng Nor RO 2 Aarti Pathak ASP 1 Tan Siang Leng Gary SGT Muhammad Haeikal Bin RO 2 Chen Congyi RO 2 Chew Siew San Abdullah @ Hew Koon Hock RO 2 Cheng Yeow Tong Thomas RO 2 Eng Wee Heng SGT Muhammad Ryan Mikhail @ Daljit Singh

106 ADVANCING THROUGHCARE TOGETHER SGT Nora’aini Binte Razak Margaret Ngoi Ming Kin Promotion to the rank of ASP2 SGT Nur Fazlina Binte Yusri Ng Gee Tiong Aw Kah Hoe SGT Nurulhuda Binte Sukati Sze Chuck Huang Chia Kah Mun SGT Puvaneswari D/O Vellasamy Tan Chun-Yuan Avryl Chin Chuen Chee SGT Sridanti Binte Surya Tan Hock Seng Chong Kah Hin Eugene SGT Suffian Bin Abdul Rahman Tan Yew Teck Ganesh Kumar S/O Vendesan SGT Sunarti Binte Mohamed Salleh Khoo Chok Ming Jeremy SGT Terence Singh Promotion to the rank of DSP2 Lim Chin Wee SGT Wendy Wong Chan Chon Tze Lin Ren’en Jonathan SGT Yeo Kok Beng Cheam Tiong Pheng Mak Wai Keong SGT Yusree Bin Mohd Idahar Chiang Hwee Yen Jean Ng Aik Boon Jeremy CPL Hameedah Bee Binte Chua Cheng Wah Ng Wee Teck (Huang Weide) Shamsudin Dave Singh Calais Rina Arip Wee CPL Iqbal Afiq Bin Salim Goh Poh Kwang Paul Siah Kheng Guan CPL Johan Aidil Bin Yusop Goh Song Huat Edwin Tan Choon Hiang CPL Kader Bacha Bin Abdul Wahab Huang Shuxian Tan Wee Zi CPL Koh Tiong Hwee Kok Weng Chew Tang Chee Wah CPL Mohamed Faris Bin Osman Liew Mye Fong Irene Teo Chong Lian Dylan CPL Mohamed Ishak s/o Lim Bee Peng Tham Ai Jie Mohamed Ibrahim Lim Boon Inn Tseng Chay Heng CPL Muhammad Ashary Bin Rostan Mohamed Farik bin Omar CPL Nur Ermah Binte Mohamed Muhammad Ibrahim Bin Abdul Rahman Promotion to the rank of ASP1 Kamal Ng Kheng Hong Fock Chin Wai CPL Rahmat Bin Bakar Ong Choon Teck Goh Shufen Charmaine CPL Sabrina Wong Fong Peng Phandeyan S/O Thangavellu Lee Jianwei Benjamin CPL Shazwani Binte Jumat Ronald Pang In Tai Moganapriya D/O Sandiramogan CPL Siti Aishah Binte Mohamed Shanthi D/O Pandian Mohamed Fahmy Bin Mohamed Hanifah Amir Shepherdson Olivia Genevieve Muhammad Alphian Bin Hashim MSO VI Wu Wenlong Seu Mun Chung Ng Lay Chin Teo Huey Xiang Rossheema Binte Haniff Teo Siew Hoon Magdalene Ryan Tan Ser Leong SPO Officers Toh Hong Chuan Sean Ang Wee Chong Tong Ping Kum Selina Binte Mohamed Naim promoted Wong Yew Lum Tan Chun Wee

Promotion to the rank of SAC Gr-9 Promotion to the rank of DSP1 Promotion to the rank of RO2 Lee Kwai Sem Abdul Manan Bin Hassan Huang Ling Li Michelle Shie Yong Lee Ahmad Nilautama Bin Abdul Ghani Luo Shuzheng Ajitpal Singh S/O Amarjeet Singh Nizar Bin Tharama Baledram Promotion to the rank of AC Gr-9 Ayub Bin Mohamed Nurazura Binte Mohamed Jani Chew Chwee Leong Vincent Chew Tee Seng Ou Kaiming K Chandra Kumar Chan Chee Kiat Roger Roy Phang Kian Hwee Lam Cher Soon Cheang Yew Kong Andrew Song Zuowei Phang Seok Sieng Chew Sheng Meow Christina Tay Bee Lan Promotion to the rank of SUPT 1A Dennis Kochukutty Civilian Junior Chia Jin Ming Benjamin Doris Seah Hui Shee Officers promoted Kan Hsueh Yee Carolyn Elanchelian S/O Uthirapathy Lim Bee Bee Foo Yue Xuan Hatsuee Lim Beng Wee Kee Mong Hoe Promotion to the rank of MSO IV Lim Guan Seng Francis Koo Boon Wah Heriati Binte Jaiz Matthew Wee Yik Keong Lee Chin Meng Mervin Ng Chun Chow Patrick Lee Jiann Ann Mark Promotion to the rank of MSO VI Ong Pee Eng Lim Chi Yong Leonard Ng Seok Khoon See Hoe Kiat Lim Hoe Leong Tan Bin Kiat Mohamed Nizaar Bin Md Ibrahim Promotion to the rank of CSO I Ong Po Ling Mohammad S Man Bin Saleh Promotion to the rank of SUPT1 Osman Bin Aspari Chew Aun Phong Soh Hwee Fun Ivy Promotion to the rank of CSO II Chua Hwee Yong Song Yew Hean Rabiya Binte Mohamed Sharif Chua Sio Ping Soon Tat Fam Faisal Bin Mustaffa Sulaiman Bin Mohd Salleh Promotion to the rank of CSO III Juliana Binti Abdul Khalik Tan Chang Wei Elgin Noraini Binti Abdullah Karen Lee Tze Sein Tan Gek Eng Law Chee Kiang Teo Sze Ying Promotion to the rank of CSO IV Lim Ai Lian Caroline Tong Teck Hong Gawri D/O Ramasamy Lim Siew Lin Doris Yeo Sung Kai Stanley Loo Sook Nee Yuen Mann Shy Diana

ADVANCING THROUGHCARE TOGETHER 107 PO Officers promoted in 2012

Promotion to the rank of SCW2 Teoh Hoe Seok Seah Lee Ping Kenny Kobi Krishna S/O Ayavoo Vickknesh Selva Segarraj S/O S Yellappen Overee Elvis Richard Yeo Chok Yean Shahril Bin Mahnoh Yeo Choon Pheng Felix Sharin Bin Abdul Rahman Promotion to the rank of SCW1 Yeow Teik Huat Siti Masitah Binte Abdullah Abdullah Bin Eskak Sow Sek Heng Bala Muraly S/O Anchang @ Muthu Promotion to the rank of CW1 Tan Chun Chang Charlvi Tan Hoon Hui Ang Kian Heng Tan Heng Kuan Chua Swee Hwa Azrul Faizal Bin Ibrahim Tan Kyim Hiong Eddie Kwa Sin Wee Chan Chee Siang Tan Tze Seng Edwin Nasir Bin Mohamed Yusoff Charles S/O Pangkeas Tan Wee Kiat Alvin Ng Choon Boon Gabriel Chua Chee Horng Thai Chee Yong Ewen Sasukumar S/O G Sathiyaseelan Faris Bin Mohamed Thye Boon Siong Sushminder Singh S/O Endar Singh Goh Yeow Hwee Tina Ong Ai Ling Tan Boon Kwee Ho Siew Thong Wira Bin Said Tan Chye Thiam Heng Sock Hui Wong Loo Sun Yeo Kee Siang Jumariah Bte Jumahat Wong Sin Min Zainal Bin Haron Junaidi Bin Abdullah Yak En Siong Junainah Binte Mohamed Zoey Lee Pooi Fun Promotion to the rank of CW2 K Kunalan S/O Karupayah Zulkifli Bin Osman Ang Joo Hiong Kannan S/O Kunasaykaran Ang Yong Wee Ke Wai Choong Promotion to the rank of SSGT Azni Bin Abbas Khairul Bin Sanif Abdul Aziz Bin Bakri Chong Kum Leong Kirpal Singh Abdul Hafiz Bin Abdul Wahab Chua Chiew Lian Koh Chai Hock Adrian Loh Chun Siang Debbie Koh Lian Boon Simon Ahmad Syaadiq Bin Mohammed Musni Fauziah Bte Pareed Kong Oi Mei Airul Mohsit Bin Mohamed Giam Mee Mee Kuah Shiaw Long Amin Nuralim Bin Mohamed Goh Wei Xiang Lam Wing Woh Amir Hamzah Bin Jaffar Jacob Raja S/O Rajamani Lee Choon Hong Ang Meng Kim Ann Jamaludin Bin Karmani Lee Hui Hoon Anthony Gui Tajor Jeyaudin S/O Mohd Shareef Lee Mei Yin Eileen Ayisath Rajiba D/O Akbar Ahmad Kwok Hoe Khuen Lee Wei Long Azlinah Binte Othman Kumarasan S/O Ramasamy Lee Yuen Nam @ Hady Muhammad Lee Azmi Bin Osman Lau Chin Wang Lim Bee Hong Binte Omar Lau Han Heong Patrick Lim Boon Hwee Bohan Bin Selamat Lee Kek Wee Lim Chee Beng Chang Joo Noi Lim Choon Leong Lim Kar Hoe Chang Peck Keang Lim Moh Leong Lucian Dharmasena S/O Jayathilaga Chang Sun Mei Lum Kok Choong Lutfi Bin Mohamed Ali Cher Yong Heng Mahenthran S/O Rajanthiram Mohamed Azam Bin Missuan Dianawati Bte Abdullah Mohamed Ifanos Daulai Bin Arsat Mohamed Israq Bin Mohamed Salim Eo Hwee Mui (Yang Huimei) Mohammad Dzulkifly Bin Yaakop Mohamed Khalid Bin Mohamed Idris Goh Ai Hoon Mohamad Hazlan Bin Mohd Said Mohamed Masri Bin Khairuman Goh Yan Xiu Muhammad Irsham Bin Samat Mohamed Nazrie Bin Wahid Irwan Bin Kamarudin Muhammad Salik Bin Sidik Mohamed Rahadian Bin Mohamed Kassim Irwan Kurniawan Bin Rahmat Mohamed Sarraj S/O Shahul Hameed Mohd Sam Bin Abdullah Isninshah Bin Mohamed Ismail Ng Peng Wai Mohd Zakee Bin Mohamad Jamari Junaidah Kalaiselvam S/O Perimaloo Nur Hannah Wang @ Wang Yu Han Seek Mohammad Faizan Bin Kairoman Lam Zhiwei Hock Meng Manoharan S/O Shanmugavel Lerry Johan Pang Suh Ling Narayasamy S/O Gobal Lee Kwang Hui Jeremy (Li Guanghui) Poo Foo Choon Woon Ng Bee Peng Lim Kian Peng Rosalie Chai Ng Pei Fen Lin Qiaoli Roslee Bin Johari Phung Yin Lei Ling Hwee Ping Sabrina Tiyu @ Sabrina Abdullah Tiyu Poh Seng Tat Lingasvaran S/O Rengan Sakthival S/O Tharmu@Darmu Ponnarasi D/O Gopal Chandra Loqman Hakeem Bin Mohamad Padik Siow Kent Fung Randeep Singh S/O Jagindar Singh Loy Teik Sing Soh Chi Yiong Ravichandran S/O Marimuthu Lu Liangwei Tan Gim Wah Rose Lee @ Nur Roselinda Lee Mas Radinawati Binte Mazlan Tan Ting Kang Ruben S/O Rabendharen Mohamad Azhar Bin Mohamed Yassin Tay Liong Heng Seah Chuan Heng Mohamad Darvin Bin Rahmat

108 ADVANCING THROUGHCARE TOGETHER Mohamad Dini Bin Ahmad Yugeshwran S/O Maniam Mohamad Rizal Bin Mohamad Harith Zamakhair Bin Bujang Mohamad Sahar Bin Omar Mohamad Zaid Bin Mohamed Yusoff Promotion to the rank of SGT Mohamed Alfian Bin Ahmad Ahmad Saifullah Bin Rusli Mohamed Azhar Bin Mohamed Khaili Asha Devi Mohamed Rafi Bin Mohamed Basiron Benjamin Richard Pereira Mohamed Sharel Bin Mohamed Cheng Yew Weng Mohammad Isham Bin Abdul Kadir Ganesan S/O Bala Subramaniam Mohammad Noor Bin Hamid Go Chee Wee Mohd Rozman Bin Masuni Hang Yong Zhou (Han Yongzhou) Monaliza Binte Mohamad Immirza Binte Ismail Muhammad Bin Mustaffa Indra Gandhi D/O Gunasegaran Muhammad Faizal Bin Mohd Nor James S/O Sivagnanam Muhammad Farhan Bin Mahmood Jerome Andre Bosco Pereira Muhammad Helmi Bin Kasmani Johan Aidil Bin Yusop Muhammad Mirzalee Bin Amir Koh Tiong Hwee Mohammad Razi Bin Kamis Mohammed Massuri Bin Mohamed Muhammad Shahfizan Bin Kadir Hashim Muhammad Sharulnizad Bin Azmi Mahadi Bin Abdol Majid Muhammad Rusydi Bin Miswan Mark Sandra Nagandran S/O Kamalanathan Mohamad Yasin Bin Omar Nazrul Bin Mohamed Farouk Mohamad Yazzid Bin Mohd Jaffar Ng Chinn Siew Mohamed Yazid Bin Mohamed Ng Riying Moy Wei Lun Ng Shu Juan Sabrina Muhamad Yusoff Bin Majid Nola Binte Mansjur Muhamed Hairolsah Bin Othman Noor Azhar Bin Mohamed Yusoff Muhammad Ashary Bin Rostan Noor Iskandar Bin Johari Manta Muhammad Ayub Bin Zakaria Noorhasida Binte Jumien Muhammad Farhan Bin Hassan Norhaya Binte Isnain Muhammad Gaddafi Bin Badaruddin Norherdawati Binte Samshul Bahri Muhammad Hafiz Bin Hamzah Noridan Bin May Muhammad Hafiz Bin Harun Nur Diana Binte Kasmani Muhammad Ilham Firdaus Bin Mohd Ali Nur Hairina Bte Sani Muhammad Nur Bin Mohammed Jamil Nur Sulaiman Bin Adnan Muhammad Ridzwan Bin Masuhan Ong Heng Huat Muhammad Said Bin Zainol Peter Arul Selvan S/O A Arul Muhammad Shafiee Bin Salleh Pichappan Balasubramaniam Muhammad Zaki Bin Ibrahim Quek Pao Leon Nidzamuddin Bin Noh Rahamattulla Nor Rafizah Binte Rashid Ramu S/O Krishnan Nur Muhammad Khir Bin Abas Rani D/O Kerishnasamy Nurazlin Binte Abu Bakar Raniza Binte Roslan Palani S/O Thangaveloo Ravinran S/O Vasu Rahmat Bin Bakar Rymee Iskandar Bin Sukadis Ravi Kumar Muthiah Sadhana Rai Roszaidi Bin Johari Sandaran S/O Sidamppram Santosh Prakash Singh Santhiran S/O Nadarajah Senthil Kumar S/O Rajakumar Seoh Jian Liang Supiahat Bin Salam Shalfin Bin Illias Syehrul Nizam Bin Mohd Sham Siti Aisyah Binte Ahmad Tan Hua Lun (Chen Hualun) Sree Kanapathy S/O Krishnan Tan Wanzhen Serene Tan Boon Pheng Tan Zhao Xian Edwin Tan Siew Chin Toh Hong Chye Tay Hui Lang Vickneswaran Mariappan Tow Chee Choy Wan Khairulnizam Bin Wan Mustaqim V Rajakumar Wendy Wong Mun Choo Wong Tze Min Yeo Bo Li

ADVANCING THROUGHCARE TOGETHER 109 Home Team Specialists promoted in 2012

Promotion to the rank of HTS 11 Cheng Xiang Long Neo Chong Wee

Promotion to the rank of HTS 12 Mohamed Effin Bin Jamalludin

HASE promoted in 2012

Promotion to the rank of MX 10 Promotion to the rank of MX 12 Wong Hui Hannah Chiam Pei San Foo Yong Wei, Felix (Fu Yongwei) Promotion to the rank of MX 11 Gayathri D/O Rajeswara Sarma Elaine Soon Yuet Chuen Joe Waldy He Shuhui, Cheryl Khoo Jing Wen Ibrahim Bin Abdul Alim Lim Li Ting Koh Li Ying, Geraldine Mathan s/o Gunasekaran Koh Nan Yen Pang Hong Xiang Liang Suet Lay Parvin Kaur Sandhu Liaw Sze Wai Quah Feng Ling Prashanth S/O Sankaran Siow Zhi Wen, Kelven Tang Keng Lai Tan Hui Yang, Aston Veena Nanthakumar Vishalini D/O Chandara Sagar Wong Li Ling, Karen Yam Kai Wing, Danny

officers retired in 2012

Date of Substantive Name Retirement Appointment

04.01.2012 DSP2 Ngian Tong Leng 08.01.2012 CPL Rossitah Bte Karim 30.01.2012 MSO I Chua Sock Kiang 01.03.2012 CSO I Chong Siew Choo 09.03.2012 SGT Toh Cheng Lai 18.03.2012 DSP2 Lim Quay Lin 13.04.2012 SGT Moonshi Sirajuddin Bin Moonshi Saifuddin 15.06.2012 SGT Tay Ah Huat 22.07.2012 Senior Driver Ong Thian Lian 24.07.2012 CW1 G Vasu Theavan 06.08.2012 ASP1 Vijay Kumar S/O Chint Ram Sharma 26.08.2012 SSGT Paramasamy Rames 31.08.2012 CW2 Jagathasan S/O Shanmugam 04.09.2012 SGT Kulanthai Pandiyan S/O Subramaniam 06.09.2012 SSGT Chia Meng Kuan 05.10.2012 ASP2 Tan Puay Kiat 09.10.2012 CPL Malwinderjeet Kaur D/O Karnail 14.10.2012 Driver Law Hong Chian 06.11.2012 SCW1 Sundaram S/O Chinniah 11.11.2012 SGT Lim Kar Chai 14.11.2012 CPL Tan Tian San 15.11.2012 MSO IV Mohamed Bin Mohamed Arshad 21.11.2012 SSGT Kamir Bin Kayat 21.11.2012 SSGT Ang Poh Huat 03.12.2012 SGT Adnan Bin Nordin 19.12.2012 SGT Mian Bin Mohamed 27.12.2012 SCW 1 Arunkhan Bin Alizaman

110 ADVANCING THROUGHCARE TOGETHER Editorial Board (left to right): Mohammad Dzulkifly Bin Yaakop Ho Kim Teck (Editor) Paula Teo (Dy Editor) Foo Kok Hun Selina Binte Mohamed Naim Lin Ren’en Jonathan

absent with apologies: Pang Hong Xiang and Lopez Nicole Marina

editorial board putting it all together The committee would like to thank all those who have helped in one way or another to make this Annual Report possible.

(LEFT TO RIGHT) CHANDRA KUMAR COMMANDER, CLUSTER A

SHIE YONG LEE The materials in this report may not be produced in COMMANDER, CLUSTER B whole or in part without the written consent of the CHEW HOCKSingapore MENG Prison Service. COMMANDER, CLUSTER C All information provided in this report is up-to-date Vandincent accurate at the C timehew of printing. Commander, OSC

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